The article in the url below outlines a business service run by Google for its staff. Started in 2004, the service is one of the many famous perks of working for Google. Beyond convenience, however, another reason why the firm introduced the scheme was to reduce the number of cars its employees use to commute to and from work:
“Now, four years later, about 1,200 staff ride the internet company's buses every day.”
Rising fuel costs and commute times in certain areas are increasing the popularity of buses, pushing other firms (such as Microsoft) also to introduce similar services:
“Google and Microsoft's buses are technology playgrounds. Both companies' vehicles have free WiFi, so passengers can check e-mail while they commute, and power outlets for those tecchies who can not do without their gadgets.”
Recent reports indicate that some of Google’s perks are being cut as a result of the economic downturn. Which perks are cut and how stringent the cuts are, will be somewhat indicative of Google’s underlying priorities.
Have a good weekend.
Dave
Bill Werther & David Chandler
Strategic Corporate Social Responsibility
© Sage Publications, 2006
Sit back, relax and enjoy the ride . . . to work
By Rhymer Rigby
732 words
27 May 2008
Financial Times
USA Ed1
12
http://us.ft.com/ftgateway/superpage.ft?news_id=fto052620081502011638
An additional article of relevance to this Newsletter:
Perk Place: The Benefits Offered by Google and Others May Be Grand, but They're All Business
Published: March 21, 2007 in Knowledge@Wharton
Free gourmet food, 24-hour gym, yoga classes, in-house doctor, on-site haircuts, dry cleaner, nutritionist, swimming pool ... .These are just some of the perks Google -- and many other organizations -- offer employees. Companies have their reasons, of course: They want to attract and retain the best knowledge-workers they can, help them work long hours by feeding them gourmet meals on-site and handling time-consuming personal chores, and show them that they are valued members of the team. But, as Wharton faculty point out, there may be a potential downside to all this largesse.
http://knowledge.wharton.upenn.edu/article/1690.cfm
