Accessibility to training resources
Employers should provide their employees with the proper resources to improve and be well versed in their specialties. As the human resources department of a company controls the training resources that are available to employees, employees should be sufficiently satisfied with the opportunities for improvement that the department provides and the department should be ranked highly against similarly sized companies.
The New York Times provides its new employees with a plethora of different training materials and opportunities to allow them to comfortably transition into the workplace and wear many hats if needed, however, they do not appear to have a solid training program included in their benefits.
Employee benefits in comparison to industry standards
Every business should provide their employees with benefits to improve their working life and the health of themselves and their family. Standard benefits that should be offered include health insurance, life insurance, dental insurance, paid time off or sick time, paid medical leave, education assistance, and 401k. Employees should have a good sentiment around the perks and benefits their company provides, and the benefits should rank highly against similarly sized companies.
The New York Times provides perks and benefits that are in the top 5% of similarly sized companies. Benefits include but are not limited to Vision Insurance, Paid Holidays, and Tuition Reimbursement, Office Perks, and Health & Wellness.
Overall work environment
A healthy work environment provides several perks such as increasing productivity and creativity and boosting motivation and company morale. Employees should be comfortable working with their peers and feel that they have an adequate amount of freedom to improve. As a result, a company should cultivate a work environment that is highly rated by both employees and against similar companies, and employees should also be pleased with the company's leadership and the opportunities they provide.
Currently, The New York Times facilitates a work environment that is very exclusive to new employees, primarily stemming from internal policies and friction between newer and older employees. Additionally, there is a lack of communication, with the average employee having 0 meetings per day, which forces employees to define what they are responsible for, themselves.
Salaries in comparison to industry standards
Higher salaries and compensation allow employees to be more invested in their jobs and feel that they are valued by the company. It also allowed companies to expect that employees are more productive and that they produce high-quality work. As a result, employers should provide salaries that rate them highly in comparison to similarly-sized companies and employees should be satisfied with their compensation.
The New York Times pays salaries that rank within the top 5% of similarly sized companies, with the average salary being $112,900, and the averages per department being: $104,208 for the marketing department, $250,000 for the communications department, $83,237 for the finance department, and $120,416 for the design department.
Work from home and response to the pandemic
Allowing employees to work from home, gives them the opportunity to work in a more comfortable setting and have fewer distractions. Especially during the COVID-19 pandemic, being able to work from home is important to keep safe and still be productive. Thus, employees should be satisfied with the company's response and leadership during the pandemic, and a minimal number of employees should be expected to work in the office.
The New York Times currently has a mid-stage work-from-home friendly culture. With the onset of the pandemic, they were able to adapt and facilitate more remote workers, with there now being several full-time remote workers. Additionally, they are very flexible with their work from home policy, however, this is heavily based on your team.