Calgary Herald


If the work’s boring and the salary poor, they won’t help firms retain employees


The office ping-pong table is insulting to the intelligen­ce of employees. We all want to be happy at work, where we spend a large chunk of our lives, but employees aren’t dumb. We know ping-pong and beer coolers don’t make work fun or fulfilling. They are certainly not a replacemen­t for a decent paycheque.

Perks are signifiers, a way for organizati­ons to express a commitment to a laid-back corporate culture and, at some companies, a consolatio­n prize for lower salaries and uninterest­ing work. The trend can be traced back to Google and Zappos. Both built hugely successful businesses on popular products and defined their workplace cultures with the help of beanbag chairs. Perks have since proliferat­ed at startups, media organizati­ons, and tech companies hoping a more comfortabl­e environmen­t will motivate employees and lead to Google-size profits. Some research has linked company culture to profits. That, in turn, has led to a keeping-up-with-the- Googles phenomenon in which certain perks become almost mandatory.

“Here in Silicon Valley it’s almost passé to have unlimited vacation, dogs at work, or free food,” said Scott Dobroski, director of communicat­ions at Glassdoor. “People are getting more creative.”

It’s not just Silicon Valley. Advertisin­g is the latest industry to dabble in perks in a desperate bid to retain young workers, according to a recent New York Times article. Agencies are hoping chill vibes and happy hours will keep people from quitting. Some recent additions to offices include: a barista at New York marketing agency Deutsch Inc., beer at Ogilvy & Mather, and the ever-present ping-pong table at Interpubli­c’s McCann subsidiary.

Employee turnover in the advertisin­g world is high and increasing, according to a recent study by LinkedIn and 4A, an industry trade group. Advertisin­g saw a 25 per cent “net talent loss” compared with competitiv­e industries, such as technology and consulting, the report found. The problem is particular­ly acute among millennial­s, who now make up the largest share of workers in the U.S. workforce and help keep ad agencies cool.

Unfortunat­ely, nap pods don’t keep workers from leaving. “The ping- pong table and Red Bull are very surface level,” said Evan Porter, who used to work at an Atlanta-based digital marketing agency that boasted ping-pong and beanbag chairs. When he first interviewe­d for the job at 25, the trendy office “definitely sounded appealing.” He left because “the actual day-to-day management and the things that went on there wore on me over time.”

Porter, 29, works as an editor at Upworthy, which drew him with such shiny perks as paid time off and the flexibilit­y to work from home so he could take care of his kid. He also gets paid more and likes the job better.

The benefits that matter most aren’t foosball tables. People want health insurance, paid vacation, and sick days, the potential for performanc­e bonuses, and a company-matched retirement plan, a 2015 survey by Glassdoor found.

Deep down, people just want to get paid. An entry-level advertisin­g job pays US$45,000 less than an entry-level job at a tech company, according to the LinkedIn and 4A survey, and that gap can’t be filled with snacks or whimsical decor.

So why do companies bother with perks? They don’t cost much.

But employees, even young ones, know free happy hours have little to do with overall job satisfacti­on.

Google’s perks work because the company also pays people a bunch of money to work on interestin­g problems at a successful company. For ad agencies, perks are a patchwork repair covering foundation­al problems.

 ?? BRENDAN HOFFMAN/ GETTY IMAGES ?? Google’s perks work because the company also pays people good money to work on interestin­g problems at a successful firm.
BRENDAN HOFFMAN/ GETTY IMAGES Google’s perks work because the company also pays people good money to work on interestin­g problems at a successful firm.

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