| 1. Work/life Balance. This is something both | | | | companies (not to be confused with start-ups) offer |
| companies and employees are striving for. Employees | | | | the most job security. They said "a small size |
| want a life and companies want to avoid costly | | | | organization that has strong management can more |
| burnout that affects productivity and quality. | | | | easily adapt to fluctuations in the market. In addition, |
| Fortune's 2005 "100 Best Companies to Work For" | | | | smaller privately held firms have demonstrated |
| showcased how culture is key. Using criteria that | | | | greater tenacity, more patience in their strategic |
| included benefit programs, health care and paid time | | | | direction and a lower tendency to shut down |
| off, the 100 best were broken out between 37 large | | | | profitable operations. The best bet is a rapidly |
| companies; 34 mid-sized companies and 29 small | | | | growing smaller company in an emerging industry."7. |
| companies demonstrating that good things can come | | | | Influence. Pick your poison - Start-ups represent the |
| in all sizes.2. Resources. Resources and support are | | | | greatest opportunity for individuals who prefer to |
| indicated as key reasons large organizations can | | | | become involved from inception, allowing them to |
| attract accomplished professionals. True "means to | | | | interject their skills and talents to shape the |
| an end" resources allow employees to focus on the | | | | company's direction and positioning in the |
| core responsibilities of their job instead of spending | | | | marketplace. A small company has less tolerance for |
| time handling administrative or nonessential and | | | | misallocation of resources so employees find more |
| unimportant tasks.3. Bureaucracy. Culture will definitely | | | | autonomy that comes with greater accountability and |
| affect this, but as a rule, larger companies have | | | | an emphasis on finding the best balance between |
| deeper layers and more complex issues that intensify | | | | planning, analysis and action. In larger companies the |
| the need for tighter rules and regulations and all the | | | | actual span of control can be smaller internally, but in |
| red tape that accompany them. As a result, the | | | | well branded companies with high name recognition |
| decision-making process and implementation ability | | | | influence can come by way of association providing |
| can be slower and more cumbersome in a larger | | | | industry clout.8. Risk. Beyond size, this is where you |
| company then a smaller one.4. Job Advancement. | | | | have to look at the business plan, strength and skills |
| Start-up companies can offer the most rapid | | | | of management, competitive advantages, corporate |
| advancement opportunities but it is important to | | | | culture, organizational goals, professional positioning, |
| remember there is a risk factor tied into the thrill ride. | | | | the mix of your skills and abilities with the |
| If you are jazzed by speed, challenge, opportunity | | | | organizations needs and expectations as well as your |
| and change, these dynamics just might out-weigh the | | | | income potential.9. Compensation. Here's the news |
| risk. I liken start-ups to riding in a sexy, sleek sports | | | | from industry expert Nan Andrews Amish: |
| car. There is a lot of power, velocity, creativity and | | | | "Compensation at the top companies is phenomenal. |
| appeal, but if you hit a wall, you probably won't make | | | | Compensation at the mid-sized companies will be |
| it out alive. On the flip side, medium size companies | | | | negotiated. Compensation at entrepreneurial |
| with flat organizations mean you'll have to wait for | | | | companies will be deferred to after your success."10. |
| someone to get fired or retired to get the next | | | | Self-Assessment - Where are you at in your career? |
| promotion. The larger the company, the longer it can | | | | Are you established or working on the track record? |
| take to move up through the ranks.5. Company | | | | Would you thrive as a little fish in a big pond or a big |
| Growth. With companies of all sizes participating in | | | | fish in a little pond? Do you crave 24/7 global |
| the merge and acquire strategy, growth is no longer | | | | dominance? Do politics make you cringe? When it's all |
| limited to sales projections and new product releases. | | | | said and done the most compelling reasons to choose |
| Greater market share and revenue generation are | | | | one size company over another is the people you'll |
| often the result of acquisitions and partnerships. | | | | work with, the values that are shared, the culture |
| However, The Center for Simplified Strategic Planning | | | | that is established, and the chemistry in your business |
| Inc. has found that "as the economy has gained | | | | relationships.Jeannette Kraar, president of |
| efficiency through technology and globalization, small | | | | Performance Management International is a |
| companies have tended to lead the way into new | | | | highly-acclaimed trainer, speaker, author and |
| niches and markets. As a result, job growth at all | | | | consultant who has been providing breakthrough |
| levels in smaller companies has consistently outpaced | | | | development services to professionals and corporate |
| opportunities in large companies." That said, based on | | | | human capital for over 25 years. Hundreds of PMI |
| research conducted by ExecuNet, search firms | | | | clients have succeeded even in the most turbulent |
| expect the greatest growth in 2005 to be in medium | | | | times.Jeannette is the author of BREAKTHROUGH, |
| sized organizations.6. Job Security. In a study done by | | | | The Hate My Job, Need A Life, Can't Get No |
| Applied Research Corporation, it was found that small | | | | Satisfaction SOLUTION. |