Culture at SAS Institute - The World’s Largest Private Software Company
Employees were entitled to an unlimited number of days as sick leave and had to work only for 35-hours a week with the flexi-hours option. There was no differentiation made between executives and workers and all had access to the same benefits. For instance, there were no reserved parking spaces and no special dining halls for the executives.
With the culture of trust and employee centric management, the company gained loyal employees who helped in satisfying the customers and in building long-term relationships with them. The employee turnover rate was much lower than the industry average though the employees at SAS received lower pay compared to other software companies.
In the last few years several top companies like IBM, Oracle and SAP entered into statistical software market, experts said those companies could be looking for people with expertise in the field and employees of SAS could be the first target. Some of the employees too were dissatisfied with the company citing difficulty in getting promotions, and lower salary than the market average
The case is structured to achieve the following teaching objectives:
- To discuss the role and importance of culture in organizations.
- To highlight the requisites for building a strong and sustaining culture.
- To understand the impact of organizational culture on organizational performance.
- To discuss the various factors that keep the employees satisfied and motivated.
|ALL FOR EMPLOYEES|
|LIFE @ SAS|
|THE RIGHT PEOPLE|
|ENTERPRISE SOCIAL NETWORK - THE HUB|
|MAINTAINING THE CULTURE|
Organizational Culture, Corporate Culture, Employee Engagement, People Centric Culture, SAS; Retention, HR practices, work life benefits, employee benefits, perks; workplace environment