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