“Once you have the perk, to take it away is seen as a violation of a psychological contract you have with your employee,” says Wharton management professor Nancy Rothbard.Įmployee perks can range from traditional offerings - such as a company car, use of the corporate jet and extended retirement benefits - to highly personalized perks, such as personal trainers, laundry service, and pet-friendly offices. Wharton faculty and compensation experts say the flap over Google’s decision to change its employee day care program illustrates the difficulty in eliminating any employee perk. And Google, which has enjoyed a largely charmed reputation in the press, was chided in the Times headline for making a “rare fumble” with the changes to its daycare program. The two-year waiting list of 700 families fell off by more than half. The price for infant care rose from $1,425 to $2,500 a month and the cost for two children in the day care program went up from $33,000 to $57,000 a year.
Don’t Disappear in the Hybrid Workplace April 19, 2022Įarlier this summer, when employees first learned of a Google plan to upgrade and dramatically raise the price of its day care program, they wept, according to an article in the New York Times.Motivator in Chief: Getting the Most from Your Team May 17, 2022.Succeeding with Hybrid Work: Focus on Five Cs June 22, 2022.Vigilant Leaders: Paying Attention to What Matters Most July 25, 2022.
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