Millennials at Philips
Millennials at Philips grade their overall culture a D; also rating it 55/100, 14 points lower than Philips' overall culture as rated by all 777 employees on Comparably. Millennials are considered more demanding and to have higher expectations than their more experienced colleagues. Three areas millennials working at Philips think their company is performing well in are: Perks And Benefits (A), CEO Rating (C+), and Compensation, (B).
Work Life Balance & Community Outreach at Philips
Millennials working at Philips and everywhere else are striving for a balanced life. At Philips, the majority of employees are satisfied with their work life balance. The average Philips employee receives 20-30 paid days off per year, and socializes with their peers never outside of work. See what employees at Philips think about their work life balance.
Mentorship and Professional Growth for Millennials at Philips
Within Boston, 41% of millennials shared they have a mentor. See what employees think about mentorship and professional growth at Philips.
Sentiment Toward Perks & Benefits at Philips
Employees at Philips have ranked their perks and benefits in the Top 35% of companies within Boston and in the Top 20% of similarly-sized companies on Comparably. When asked to estimate how much employees think Philips spends on their benefits, the most common answer selected is $1000 -$1500/mo. If Philips employees had to select an additional benefit not already provided it would be massage therapy. Learn about perks & benefits at Philips.
Retaining Millennials at Philips
It’s difficult to retain a millennial, and all three aforementioned sections listed bear importance. To recap, Philips employees rate their work life balance a C+. They do not think highly of Philips' professional growth opportunities. Employees have graded Philips' perks and benefits a B+. These ratings and reviews lead us to conclude that Philips is a suitable company for the millennial workforce. Learn more about Philips' efforts to retain employees.
