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    The Best (and Worst) US Companies to Work for as a Junior Employee

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    Does how long you work for a company affect how happy you are at that company?
    It’s the big question that inspired this latest research from the employment experts at resume.io. They analyzed thousands of Glassdoor reviews of the top 54 US companies and then created charts comparing job satisfaction levels among junior and senior staff members.
    Let’s take a look at the results.
    The best and worst companies for junior staff
    According to Glassdoor reviews, tech companies are creating the best environments for their junior staff. Big tech names like Salesforce, Google, and Microsoft top the list of best places to work for career newbies, with average Glassdoor reviews of 4.6 stars out of 5 from current or very recent junior staff.
    Other top scores include familiar names like Dell Technologies, Meta, and Apple.
    Tesla also made the top 10 list despite Elon Musk’s rather demanding management style. Musk banned all remote/homework opportunities at Tesla, telling staff who complained that they “could go and pretend to work somewhere else.” According to one rumor, he once threatened to fire a whole intake of interns for waiting too long in line for coffee.
    The food and beverage service industry is notoriously tough, especially for new starters. So it’s no surprise to see several well-known food/drink service brands on the list of the worst places to work as a junior staff member. McDonald’s, Starbucks, and Burger King scored poorly, with average Glassdoor ratings of 3.5 stars.
    How junior employee satisfaction compares to senior staff workplace satisfaction
    Next up, the study compared junior and senior levels of job satisfaction.
    They found a notable difference in companies like Tesla, Santander, and Oracle, where Glassdoor reviews show that the level of satisfaction among junior-level staff is markedly higher than that among senior staff.
    There’s a different story coming out of McDonald’s and PepsiCo, where senior members of staff report higher levels of workplace satisfaction. But that’s not a bad thing. In fact, it suggests that new employees staying at these firms can expect a longer and happier career in a work environment that supports them in the right way.
    The companies with the happiest junior employees
    Google has the happiest junior staff members. Analysis of its Glassdoor reviews from new staff members shows an average junior employee rating of 4.53 stars.
    “We move at the speed of light,” reads one review posted by a junior UX designer at Google. “But the work is exciting, meaningful, and never dull. Plus, we get tons of support and a never-ending supply of coffee and donuts.”
    Google’s values and culture also align with what many young people want to see in the workplace—more diversity and inclusion. A survey by the World Economic Forum found that over half of Gen Z workers would refuse to work for a company without a diverse leadership team.
    Tech companies where junior staff are happier than senior staff
    Tesla is a great company to work for as a junior member of staff. But stay too long, and you might start to feel a little jaded. That’s because Glassdoor reviews of the firm score far higher when posted by newer staff members. Overall, they are around 0.77 stars higher than reviews by senior staff at the electric car manufacturer.
    There’s also a similar sentiment at Apple, Amazon, and Microsoft, where junior staff report much higher levels of workplace/job satisfaction via Glassdoor reviews.
    Long-term job satisfaction for junior employees in the USA
    The last part of the study created a timeline of job satisfaction for junior employees, demonstrating how it changes over a five-year period.
    And it seems like new job enthusiasm is a very real phenomenon. An analysis of over 20,000 Glassdoor reviews posted between 2020 and 2024 reveals a steady decline in job satisfaction among new starters, falling from an average of 4.15 to 3.92 stars.

    Ashley Murphy of Resume.io graduated with a BA (Hons) in English Literature and Creative Writing from the University of Manchester. He began working as a freelance content writer in 2015. He specializes in technology, higher education, current affairs, the arts, and entrepreneurship.
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      in Talent Acquisition

      How to Cultivate Top Talent While Navigating a Volatile Job Market

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      The current employment landscape is complex and punctuated by uncertainty. Buzzwords like the ‘great resignation’ and ‘great layoffs’ are sparking a shift in hiring strategies among employers, especially as a potential recession is looming. The unemployment rate is at its lowest in 50 years at just 3.5%, yet there remains a strong demand for workers as there are currently 1.7 job vacancies for every unemployed American. In this unusual labor market, recruiters and hiring managers must be prepared to attract the best talent for open positions while anticipating the needs of current and future employees.
      Companies can attract and retain top talent in today’s shifting job market with streamlined candidate communication, a renewed focus on employee mobility, and proactive recruitment strategies.
      Streamline communication tactics.
      The methods used to connect with job seekers and current employees must evolve with rapidly changing technology. Simplified and personalized communication allows recruiters and HR leaders to expedite their entire recruiting process, and in turn, make it easier for potential employees to learn about open positions.
      Text recruiting increases the pace of candidate communication which improves the overall recruiting process for all parties. Sourcing, interviewing, hiring, and more can be bolstered by texting, especially when open rates for this method are near 100%. A study by Gartner found that the average text open rate is 98%, while email has only a 20% open rate. Texting allows recruiters to build rapport and trust with candidates while strengthening the employer brand and improving the candidate experience.
      According to new data from Employ Inc., the largest provider of recruiting and talent acquisition solutions, more than 70% of recruiters know candidates who have received multiple offers at the same time in the last six months alone. When candidates are juggling competing job offers, recruiter timeliness becomes increasingly important. Forty percent of job candidates reject offers because another organization made an offer quicker, according to Top Echelon Network research. Text messaging is one way to get in front of candidates even sooner.
      Focus on referrals and employee mobility.
      Employers can benefit from empowering team members to grow within the organization. Regularly revisiting employee mobility plans and performance management systems can encourage employees to explore more internal opportunities. However, 29% of workers say their employer does not offer a platform or software to make it easy to apply for open internal roles. Optimizing employee talent cycles, offering professional development opportunities, and focusing on internal mobility can ensure roles do not become stagnant.
      Employee referral programs can also be efficient ways for recruiters to discover qualified candidates, while also lowering the average cost-per-hire. The 2021 Job Seeker Nation Report found that more than 80% of workers are likely to click on a job opportunity that someone in their network posted on social media. The same study also found that more than 70% of employees are willing to share job openings at their companies via social media. Platforms like LinkedIn, Facebook, and Twitter can be powerful tools in a company’s talent acquisition strategy and lead to organic employee referrals. Instagram and TikTok should also be considered, especially when recruiting younger candidates.
      Proactively recruit passive candidates.
      Passive candidates are not actively looking for a new job opportunity, but may be open to opportunities that fit their personal and professional goals and needs. According to LinkedIn, passive candidates make up 70% of the talent market.
      Organizations that are active on social media are more likely to be seen by passive candidates. Being active on LinkedIn, Glassdoor, and other social media outlets can help showcase the employer brand and give an inside look at its culture to attract potential employees with similar values. Utilizing social media channels to promote the employer brand can impact the perception of the company for current employees and the overall workforce.
      Nearly 80% of job applicants use social media during their job search, according to Glassdoor. An active LinkedIn profile is especially important for networking with passive candidates and sharing stories of employee growth, exciting client projects, and other company news that may appeal to active job seekers.
      When an employer brand stands out to employees who share similar values, organizations are more likely to attract talent who will root for the company, be passionate about their roles, and show a long-term commitment. Within a job market that is in constant flux, organizations that stay ahead of hiring need to engage candidates proactively will have an advantage. This often involves sourcing, engaging, and attracting candidates ahead of a need to fill a specific position and finding new ways to reach passive candidates.
      These are just some of the strategies recruiters and HR executives can consider in attracting a new pool of candidates. When labor market shifts are difficult to predict, today’s HR leaders must find new ways to attract top talent and retain current employees to benefit companies now and in the long term.
      Written by: Kelly Cruse, vice president of human resources and chief diversity officer of Atlas World Group.
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      in Talent Acquisition

      Owning Every Moment of Your Hiring Experience

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      Companies often believe candidate experience begins and ends with the job application on your website. It definitely does include the job app, but there’s so much more to the hiring experience that deserves close attention.
      To create an overall amazing hiring experience, you first have to define its wider boundaries. The experience starts when people become aware that your organization exists; in other words, it’s your brand. It’s how you show up in the world, what you say on relevant current events, and how you portray life at your company through pictures, videos, words, and anywhere your brand is present online. The next touchpoint is when candidates apply for a job and hear (or don’t hear) from you with an enthusiastic, transparent and timely follow-up. Then hopefully they get an interview, then an offer and they accept.
      But it doesn’t stop there. The candidate experience extends beyond accepting their role to the first day on the job, and even through their onboarding period. There are easily dozens of touchpoints in the candidate experience, whether organizations realize them or not. That means dozens of opportunities to impress or fall short of expectations in the eyes of the people who are going to help you achieve your business goals. A negative or inconsistent candidate experience can damage your brand’s reputation and your ability to hire and retain the right people you need.
      Here’s some much-needed guidance on how to think about and shape candidate experiences to make them as meaningful and beneficial as possible, both for candidates and for everyone involved in the hiring process in the company.
      You no longer directly control your reputation
      The days when companies controlled what information was released about them are long gone. Today, in the time it takes to eat a ham sandwich, a person can get a full data dump about your company from Glassdoor and corroborate that information with other social media and connections on LinkedIn.
      Mathematically, most applicants and candidates for your jobs will never get an offer from you. However, many won’t hesitate to describe the experience, no matter how far they got in it, on Glassdoor and on very public social media channels. And these channels will help inform the decision of the next star candidate that you so badly want and need to hire.
      You’re no longer in control—at least not in the same way as 10 or 15 years ago. The only way you can be in control of your employer brand now is to think about the hiring experience and make it so good at every step that perfect strangers will interview with you and write you glowing reviews, even if they don’t get the job.
      What are you posting?
      Many organizations do not make a clear distinction between three documents:

      A job description is the internal document which outlines the responsibilities, requirements, expectations, pay and so forth;
      A job post lists the open role on an organization’s website, with enough information and enticement to appeal to talented people so they decide to submit their information; and
      A job ad is a placement on an external site like Indeed or ZipRecruiter, meant to get people to click through and apply.

      Don’t post your job description. It’s usually paragraph after paragraph of dense, bullet-point language and meaningless jargon. Instead, create job posts and ads that are customized and tailored for specific audiences that actually aim to attract great talent and give a real feel for what taking on this role entails.
      What are you mapping?
      Have you mapped every impression and interaction of your candidate experience? If not, you should. Mapping all your interactions with prospects during the hiring process will help you understand where you can improve and how you can stand out from competitors. A few areas to consider:

      Emails that go from your organization to applicants
      Which employees are contacting an applicant and coordinating an interview
      Creating useful materials to provide candidates before they interview (from employee profile blogs to brand videos to company milestone timelines)
      Understanding how to correctly pronounce a candidate’s name
      For in-person interviews – who will greet the candidate; where will the interview happen; is the candidate left alone in a room; is a beverage offered
      During any interview, regardless of stage – is there an agenda; does the candidate get a chance to ask questions; will someone share what next steps with the candidate without being asked
      After the interview – how do you provide updates on timing and follow-up interviews; how do you inform candidates you won’t be progressing with them.

      Have you asked how you’re doing?
      While mapping out every interaction will help give you think about the candidate’s experience from their perspective, you won’t actually know how well you’ve executed unless you ask them.
      Sure you should monitor Glassdoor, but it’s often the case that only a small (yet loud) percentage of all candidates will leave a review. Forward-thinking companies gather useful information through candidate surveys in addition to monitoring Glassdoor and other similar sites. We’ve found that around 20 percent of the surveys get filled out — giving us more data than what we’d gain with Glassdoor. These surveys should go to both candidates who received an offer and those who didn’t get the job.
      Having a consistent flow of feedback and information will help you continuously refine and improve your hiring process.
      Onboarding
      Many companies think of new hire onboarding as the logistics of getting people a desk and a computer, with a side of paperwork to sign and documentation to complete. While that’s partly true, a new hire’s onboarding experience should include a whole lot more.
      Onboarding should be about how a candidate becomes part of the community as an employee. It should include opportunities and information to help them learn the real culture and philosophy of the company. During the interview phase, we may have established that a candidate will be able to do a particular job. During the onboarding phase, we show that person how to do that job, and how to begin to navigate the company teams, processes, and culture.
      You have the ability to transform onboarding from a boring bureaucratic function into a customized experience that will blow away new hires and compel them to want to tell everyone about how you gave them the red-carpet treatment.
      Add to that the efforts you make to improve the hiring experience in general, and not only are you likely to have increased the Employee Lifetime Value of this person, but you may well have your newest, enthusiastic referral source.
      Take ownership of the hiring experience
      By owning every moment of your hiring experience – from job post to onboarding – you are making the process easier and more productive for both candidates and your organization.
      The experience of applying for a job shapes how candidates form their impressions of your brand. Unless you’re a company like Google or Facebook, and maybe even then, most people don’t know what it’s like to work for you. If your hiring team is disorganized or unprofessional, that’s how the candidate will perceive your entire company.
      By taking ownership of the process to ensure a candidate has a good experience, you can improve your ‘talent brand’ and make it easier to hire great candidates who are excited to work with you.
      By Jon Stross, Co-Founder and President of Greenhouse Software, and Co-Author of TALENT MAKERS: How the Best Organizations Win Through Structured and Inclusive Hiring.
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      in Employer

      Uplifting Employee Voices with Your Employer Brand Strategy

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      Marie Kondo has probably shamed a lot of people into becoming more organized and is probably responsible for a lot of sales at a number of retailers like The Container Store. This retail brand’s employer brand strategy excels when it foregrounds employee voices, providing tools and platforms for telling their own stories. Rachel Kennedy is […] More