Millennials at Getty Images
Millennials at Getty Images grade their overall culture a D; also rating it 57/100, 12 points lower than Getty Images' overall culture as rated by all 55 employees on Comparably. Millennials are considered more demanding and to have higher expectations than their more experienced colleagues. Three areas millennials working at Getty Images think their company is performing well in are: Perks And Benefits (A-), Environment (B-), and Office Culture, (C+).
Work Life Balance & Community Outreach at Getty Images
Millennials working at Getty Images and everywhere else are striving for a balanced life. At Getty Images, most employees are satisfied with their work life balance. The average Getty Images employee receives unlimited paid days off per year, and socializes with their peers once a month outside of work. See what employees at Getty Images think about their work life balance.
Mentorship and Professional Growth for Millennials at Getty Images
Within Seattle, 35% of millennials shared they have a mentor. See what employees think about mentorship and professional growth at Getty Images.
Sentiment Toward Perks & Benefits at Getty Images
Employees at Getty Images have ranked their perks and benefits in the Top 35% of companies within Seattle and in the Top 20% of similarly-sized companies on Comparably. When asked to estimate how much employees think Getty Images spends on their benefits, the most common answer selected is $1000 -$1500/mo. Learn about perks & benefits at Getty Images.
Retaining Millennials at Getty Images
It’s difficult to retain a millennial, and all three aforementioned sections listed bear importance. To recap, Getty Images employees rate their work life balance an A-. They think highly of Getty Images' professional growth opportunities. Employees have graded Getty Images' perks and benefits a B+. These ratings and reviews lead us to conclude that Getty Images is an excellent company for the millennial workforce. Learn more about Getty Images' efforts to retain employees.
