Best Places to Work in Delaware in 2013
Take this job and love it: Delaware’s best workplaces and bosses, surveys, and advice for graduates.
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The notable exception to “money comes second” is commission-based sales. Angie Wahlig is a sales professional at Corporation Service Company, a multinational business, legal and financial services provider. (Her office is in Wilmington.) She says performance pay provides the satisfaction of knowing she earns her keep. But even in the sales field, cash and prizes can represent more than the compensation itself. For Ryan Murphy, an AFLAC independent agent based in Claymont, it illustrates how leadership cares enough to devise incentives that motivate the sales force without pitting them against each other.
Among Delawareans interviewed, healthcare and retirement benefits don’t set great companies apart. However, for seasoned employees, they can become non-negotiables. That’s why Brian Darby, a mid-career manager at the Mattress Warehouse on Concord Pike, prefers large companies. They are also a consideration for Wahlig. As her own boss, the monthly healthcare tab was $1,650. So she appreciates CSC for picking it up.
Perks can be as substantial as tuition reimbursement or dress-down Friday. They can be recognition programs, or the freedom to bring a pet to work. But they don’t define a great workplace either, except as an example of how the organization cares for them. To Bailey, a university-funded holiday party complete with gifts for staff means a lot to employees in this economy. To May, free onsite parking is a big deal.
W.L. Gore has site-specific amenities at the company’s 15 locations, but managers don’t focus on flashy perks like five-star caliber cafeterias, elaborate lounges or fancy athletic clubs, says Mary Tilley, Human Resources global leader. “We focus on providing a safe, pleasant work environment, great benefits and access to things they need.”
That makes sense to Matera. Sometimes, “when a company senses the workforce is unhappy, it tries to mask the root problem,” he says. “Putting out snacks or remodeling the office can’t compensate for poor management or low pay.”
At Gore, a fundamental belief in people drives its success, says Tilley. “You don’t have to hang carrots. People are smart, engaged, dedicated and essentially motivated to do the right thing. You can trust them to do good work if you create the right environment.”