Best companies to work for without a degree


Companies have a vested interest in keeping their employees happy. Studies show that employee satisfaction is linked to performance, which permeates through every aspect of a business and can mean the difference between success and failure. Out of a universe of hundreds, only 18 large companies received a score of more than 4 out of 5 stars. In keeping with those findings, employee testimony suggests most companies on this list offer growth and development opportunities, have trusted and respected chief executives, and cultures described as fun, motivating, and supportive. More: Ask HR: What can a potential employer ask a former employer?


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Work From Home Jobs for Military Spouses & Veterans


Many companies spend a great amount of time money investigating the causes of employee turnover—for example, through programs of exit interviews.

Usually the intent behind such studies is to find out why people leave—the idea being that if a company can identify the reasons for terminations, it can work to hold terminations, and turnover, down. While a company may obtain very valuable information from termination interviews, this kind of approach has two signal defects:.

It looks at only one side of the coin—the termination side. If a company wants to keep its employees, then it should also study the reasons for retention and continuation, and work to reinforce these.

An obvious point in evidence is that one individual will stay in a job under conditions that would cause another to start pounding the pavements.

As an analogy, consider the divorce rate. If one were really interested in doing something about it, he would have to understand why some people get divorced and why others stay married—the reasons for the two things are entirely different. He would have to do some real spadework on both sides of the fence to get a complete picture of the divorce phenomenon.

Equally, in the corporate setting, there are definite rationales for terminating and definite although sometimes unconscious rationales for continuing. This approach also tends to assume a perfect correlation between job dissatisfaction and turnover.

Many a company works for low turnover because it thinks a low rate implies that its employees are pleased with their jobs—and, a fortiori, productive. This is not necessarily true, by any means. A low rate may just be the effect of a tight job market. Or perhaps the company has put golden handcuffs on its employees through a compensation scheme that emphasizes deferred benefits. There are many factors involved.

In itself, the fact that an employee stays on a payroll is meaningless; the company must also know why he stays there. We shall show, in fact, that some carelessly conceived methods of maintaining a low turnover rate can be detrimental to the financial health of a company and the mental health of its employees. To get a more integrated view of work-force stability, we mounted a study to investigate the motivations to stay and proper ways to encourage it. As part of an ongoing study, employees from three companies completed anonymous questionnaires to provide the following information:.

For example:. Why do employees stay? The concept here is very like the concept of inertia in the physical sciences: a body will remain as it is until acted on by a force.

What factors affect this inertia? There are two relevant factors within the company and also two relevant factors outside the company. First, within the company, there is the issue of job satisfaction.

A widening gap between these two vantages weakens inertia; a narrowing gap strengthens it. However, if schools lose their appeal because of drug problems or neighborhoods become run down or polluted, the inertia to stay in the area is weakened, and, consequently, outside job opportunities become relatively more attractive.

Also, outside the company, there are nonwork factors that directly affect inertia, such as financial responsibilities, family ties, friendships, and community relations. Some workers told us, for example, that they would never leave their companies because they were born and reared in their present locale. Others said they stayed because they had children in local schools, could not afford to quit, or had good friends at work.

Many of these employees also reported low job satisfaction—and yet they stay. Does it matter whether an employee stays for job satisfaction or for environmental reasons? How can retention be improved? Thus if a company reinforces the right reasons for staying and also abstains from reinforcing the wrong reasons, its turnover—as distinct from its turnover rate —might be more satisfactory.

How does a company reinforce the right reasons? If managements concentrate on understanding why employees stay, then they can act to reinforce the right reasons and stop reinforcing the wrong reasons.

In other words, they can take a positive approach to managing retention, which will be more effective over the long run than the ordinary, negative approach of simply reducing turnover. Our study has provided four profiles of employees that are particularly useful in thinking through the twin problems of employee retention and employee turnover. Reasons for job satisfaction include achievement, recognition, responsibility, growth, and other matters associated with the motivation of the individual in his job.

Environmental pressures inside the company include work rules, facilities, coffee breaks, benefits, wages, and the like. Environmental pressures outside the company include outside job opportunities, community relations, financial obligations, family ties, and such other factors.

Exhibit I shows the relationship between job satisfaction and environmental factors for four types of employees, and also explains why each type stays.

The turn-overs are dissatisfied with their job, have few environmental pressures to keep them in the company, and will leave at the first opportunity.

While employees seldom start out in this category, they often end up here, having experienced a gradual erosion of their inertia. Consider, for example, an employee who a few years ago was highly motivated, had three children in college, and was close to being vested in the company retirement plan.

Today, his children are graduated, he is vested, and he has lost interest in his job. His inertia to stay has been greatly weakened, and he may shortly become a turnover statistic.

The turn-offs are prime candidates for union activities; they can easily generate employee-relations and productivity problems, and conceivably industrial espionage or sabotage. These employees are highly dissatisfied with their jobs and stay for mainly environmental reasons. The turn-ons are highly motivated and remain with the company almost exclusively for reasons associated with the work itself. However, if managerial actions reduce job satisfaction even temporarily , turnover may rise dramatically.

Since the inertia of the turn-ons is not strengthened by environmental factors, it is therefore not strong enough to make them stay without continual job satisfaction. The turn-ons-plus are the most likely to stay with the company in the long run. These employees stay for job satisfaction plus environmental reasons. Even if job satisfaction temporarily declines, they will probably stay. This transformation will not raise the turnover statistics, but it will increase frustrations and affect work performance.

The traditional approach to measuring and understanding terminations has focused on the turnovers. These employees generally represent a relatively small percentage of the total employee population, and hence emphasizing them exclusively tends to ignore the reasons the majority stay with the company. It also ignores the dynamic processes by which an employee moves from one classification into another.

Consider a young engineer who originally joins the company because he really wants to work there. He moves into a new city where he has very few ties with the community. As he develops his career, he begins to build some meaningful work relationships—he becomes a turn-on. The longer he remains in the locale, the more likely he is to become a turn-on-plus.

But suppose a time comes when his motivation is low. Will he leave? If benefit programs have created a financial dependency, if he has stock options that are not exercisable for two or three years, if he has children who are in good schools, if he has just purchased his dream house—then he probably will not become a turnover statistic. Nonetheless, he may become psychologically absent—a turn-off. The consequences may show up in alcoholism, chronic physical or psychological illness, divorce, low productivity and motivation, and perhaps unionization.

Suppose, instead, that this same engineer has continued to find job satisfaction. He may still stay for some environmental reasons, and the combination of reasons will probably be right—both he and the company find his employment fulfilling.

In neither case has he become a turnover casualty, but there is a dramatic difference between the two situations in terms of morale and productivity. One purpose of our research is to understand better the balance between job satisfaction and environmental reasons as it affects employee retention and to gain insight into ways to influence that balance.

We designed our research to answer questions like these:. Our respondents gave many reasons for staying. We have broken these down into reasons relating to the environment outside the company—the external environment—and reasons relating to the work environment itself, within the company—the internal environment.

Further, we have broken down the reasons relating to the internal environment into a motivational factors and b maintenance factors. Exhibit II represents these two breakdowns. Each row of symbols in the exhibit is divided into three parts:. Exhibit II. To prepare Exhibit II, we took the ten reasons for staying cited most frequently by the members of a specific employee group and assigned them to the three categories just listed. For example, employees with college degrees most frequently cited six relating to on-the-job motivation, three relating to job maintenance, and one relating to the environment external to the company.

The exhibit shows that low-skill manufacturing employees stay primarily for maintenance or environmental reasons, many relating to the nonwork environment. These employees will not remain on the payroll because of job satisfaction. To them, factors outside the company are more important. The reasons managers and professionals gave for staying were significantly different. As Exhibit II shows, managerial and professional employees stay primarily for reasons related to their work and the work environment; six of the top ten reasons they cited for staying were related to job satisfaction, three to the company environment, and only one to the outside environment.

These data suggest that managers and professionals are more likely to be turn-ons, while low-skill manufacturing people are very likely to be turn-offs. The moderately skilled manufacturing employees and the clerical people who are not directly involved in the production process more closely resemble the managers and professionals in their reasons for staying than they do low-skill manufacturing people.

However, most organizations tend to treat all manufacturing employees alike in terms of benefits, working conditions, supervision, and pay. This study suggests that many skilled hourly employees would be less dissatisfied and more productive if they were treated more nearly as managers are, rather than as low-skill blue-collar workers are.

In the interest of assessing equal opportunity, we compared whites with nonwhites among hourly employees. Nonwhite minorities cited maintenance and environmental reasons for staying more frequently, without mentioning a single motivation factor among their top ten reasons. People with less than five years of company service were compared with those with five or more.

Employees with shorter service stay for internal reasons, their inertia being strengthened by a combination of job satisfaction and the job setting. However, after five years of service, environmental reasons begin to appear, while internal reasons tend to slip in relative significance. In other words, as in the case of the young engineer, these employees join a company because they want to.

However, as they build family and economic responsibilities, these may displace internal reasons for staying. A similar relationship was found in educational levels.



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MRA Associates employs a culture that encourages collaboration and innovation. To promote a culture of collaboration, employees engage in frequent team-building events both on-site and off-site throughout the year. MRA provides employees with a fully stocked break room featuring daily lunch options, plus entertainment including board games, video games and a variety of books. From inspirational weekly team meetings to monthly Friday Fun days where staff spends an afternoon participating in activities such as spring training games, cart racing, Karaoke and golf, Rose Law Group pc provides a collaborative engaging workplace.

Companies may alter jobs/update details. We'll do our best to make sure things are up-to-date. Finally, here's some slightly broader job search advice. While.

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We hand-curated a list of the best companies to work for headquartered in and around Florida using data on salaries, company financial health, and employee diversity. Akerman, rated one of the best forward-thinking law firms by the Financial Times, has over lawyers to help innovate companies globally. No wonder it is consistently ranked in the top law firms in the US. Greenberg Traurig helps clients bridge diverse legal systems and cultures, with a focus on efficient and effective strategic advice and legal services. Delivering the U. After more than 60 years of continued growth and success, we are now one of the largest national law firms in the increasingly complex field of labor and employment law. Our expertise and continuing focus upon employment-related matters assure our clients of reduced start-up times, greater cost efficiencies, and better outcomes. Because of our size and experience, we are able to offer employers advice in all of the myriad areas of labor and employment law.


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best companies to work for without a degree

Join FlexJobs! A growing number of companies accept skills and practical experience in lieu of a traditional degree for a variety of jobs across many career categories. We also have identified 15 companies that hire for entry-level remote jobs. These remote positions include a range of industries and can be contract or employee roles that require no more than a high school diploma or equivalent years of experience. FlexJobs is the longtime leader in helping job seekers find the highest-quality remote, work-from-home, hybrid, and flexible jobs.

When Infosys announced construction on its planned headquarters in Indianapolis in , it was a coup for the Trump administration. Good American jobs were being moved overseas by firms like Infosys, according to Trump.

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LinkedIn ranked Amazon at No. Amazon is up from No. Our data shows that Amazon also is a standout in building employees' skills, year by year. LinkedIn also looked at how much recruiters from other companies search for employees currently working at Amazon. Just this past year, Amazon created more than , jobs in the U. She just celebrated her one-year anniversary with Amazon, while working from home.


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Be the place to be. Need a raise? See how your salary measures up. What's Best Places to Work? Discovery Digital Media Digital Media. About us. We're a well-funded start-up within Discovery Communications. A small but mighty team working at the crossroads of tech and entertainment.

I was surprised that not only was I given the time off with no problems whatsoever, Target provided me my full salary during the time off (truly.

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Back then some years ago, almost every company required candidates to have a college degree some of these still demand! The situation was like — Earn a degree, and get a Job. But, things have somehow changed now.


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Better workplace, better performance Contact Nominate your company. Rank Company Name 9 Bayt. THE One. Chalhoub Group.

Each year we talk to thousands of employees to determine which companies are the best to work for.

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Eighty-five percent of the evaluation is based on what employees say about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do. To be considered, companies had to meet the Great Place to Work-Certified standard. Companies with 10 to people were considered for the small and medium category; companies with 1, employees or more were considered for the large category. Small And Medium. What employees are saying.

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Subscriber Account active since. Students assume getting a four-year degree — and taking on the thousands of dollars of student-loan debt that comes along with it — is the only way to get your foot in the door at top companies such as Tesla, Apple, and Netflix. Tesla CEO Elon Musk said colleges "are not for learning," but rather a place to have fun, during a conversation at the Satellite conference earlier this year.


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