Millennials at AIS Inc
Millennials at AIS Inc grade their overall culture a C; also rating it 68/100, 8 points lower than AIS Inc's overall culture as rated by all 12 employees on Comparably. Millennials are considered more demanding and to have higher expectations than their more experienced colleagues. Three areas millennials working at AIS Inc think their company is performing well in are: Leadership (A-), CEO Rating (A), and Work Culture, (C+).
Work Life Balance & Community Outreach at AIS Inc
Millennials working at AIS Inc and everywhere else are striving for a balanced life. At AIS Inc, the majority of employees are satisfied with their work life balance. The average AIS Inc employee receives 15-20 paid days off per year, and socializes with their peers never outside of work. See what employees at AIS Inc think about their work life balance.
Mentorship and Professional Growth for Millennials at AIS Inc
Within Chicago, 39% of millennials shared they have a mentor. At AIS Inc, 100% of millennials say they receive mentorship, which leads to the assumption that AIS Inc is a great place to work for millennials focused on their professional growth. See what employees think about mentorship and professional growth at AIS Inc.
Sentiment Toward Perks & Benefits at AIS Inc
Employees at AIS Inc have ranked their perks and benefits in the Top 25% of companies within Chicago and in the Top 40% of similarly-sized companies on Comparably. When asked to estimate how much employees think AIS Inc spends on their benefits, the most common answer selected is $500 -$1000/mo. Learn about perks & benefits at AIS Inc.
Retaining Millennials at AIS Inc
It’s difficult to retain a millennial, and all three aforementioned sections listed bear importance. To recap, AIS Inc employees rate their work life balance a C. Employees have graded AIS Inc's perks and benefits a B-. These ratings and reviews lead us to conclude that AIS Inc is an excellent company for the millennial workforce. Learn more about AIS Inc's efforts to retain employees.
