New Style of Leadership in Financial Industry; New Leaders moving forward

NEW YORK, April 11, 2012 —
The financial crisis and the regulatory impact on financial services business has resulted in new corporate cultures requiring different leadership skills, according to Rob Sloan, Managing Partner of the Financial Services Practice, Egon Zehnder International, a global search firm.

Sloan commented on this trend in an in depth video interview that can be found at http://www.egonzehnder.com/video-financial-services

“We’ve seen many corporate executives now being evaluated for their ability to change attitudes towards risk where long term performance is being valued over short term gain requiring different skills for those leaders managing teams,” said Sloan.

The tectonic shifts in the financial industry led to cultural changes within all industry segments from asset management to banking. The cultural change affected how talent is managed and created a great disparity across specific segments of the industry and the financial industry overall as to where companies are at in a talent management cycle.

“A new style of leader has emerged,” said Sloan. “Leaders now have a vision and strategic view and are building management teams that create success in a choppy marketplace. We are now beginning to see results that translate into financial performance,” he added.

Egon Zehnder International is the largest privately-held executive search firm in the world with over 400 consultants operating from 64 wholly owned offices in 38 countries. The firm specializes in senior-level executive search, board consulting and director search, management appraisals, and talent management.

Egon Zehnder International’s clients range in size from the world’s largest corporations to emerging growth companies to government and regulatory bodies and major educational and cultural organizations. Egon Zehnder International has sector specialists organized into global practices. These include Industrial, Financial Services, Consumer, Life Sciences, Technology & Communications, Services, Private Capital and Sovereign Wealth Funds. For more information visit www.egonzehnder.com.

Detroit to Former Yahoo Employees: Come to the Motor City. Businesses, tech start-ups and venture capital firms urge former Yahoo employees to bring their talents.

Offer to fly-in final candidates for meet and interviews

DETROIT, April 9, 2012 —
A group of Detroit businesses are encouraging the more than 2,000 recently laid off Yahoo employees to consider bringing their talents to the Motor City.

Quicken Loans, Detroit Venture Partners, Rockbridge Growth Equity and Fathead.com are among the downtown Detroit-based companies interested in hiring hundreds of technology and marketing professionals formerly employed by Yahoo.

The group has created a website, www.ValleytoDetroit.com, for these technology and Internet marketing pros to upload their resumes. The companies will immediately begin interviews and have committed to fly final candidates to Detroit to introduce them to the wide-range of established and start-up companies that have sprung up in the city’s emerging technology corridor over the past two years, creating the vibrant arts and entrepreneurial renaissance in Detroit that has gained the city national acclaim.

“Detroit is quickly emerging as one of the nation’s best kept secrets when it comes to technology, Internet and mobile-related jobs,” said Josh Linkner, CEO and Managing Partner of Detroit Venture Partners, a Detroit-based high-tech venture capital fund. “We know that there is a great deal of talent inside of Yahoo – especially in marketing and web development, and we’re encouraging those who have been impacted by job cuts to consider Detroit as the next stop in their career.

“In the DVP portfolio alone we have 12 start-ups that we think would be attractive to those looking to regain the excitement of working in a creative, collaborative and entrepreneurial environment,” Linkner added.

The offer comes on the heels of last week’s announcement that Twitter will be opening a Detroit office at the historic M@dison Building in downtown Detroit, a state-of-the-art technology and business incubator that houses many of the region’s top start-up companies.

“We are creating an exciting urban core for young, energetic and creative professionals who want to affect the outcome of an entire region,” said Bill Emerson, CEO of Quicken Loans, who has consistently ranked in the top-10 of Computerworld’s ‘Best Places to Work in Technology’ over the past decade. “Not only does Detroit make for a great place to start or grow a business, but it’s also a great option for those who want to be on the ground-floor of rebuilding and reinventing a great American city.”

The businesses involved in the initiative will match candidates with hundreds of open positions and immediately begin phone interviews. Face-to-face meetings will then be scheduled in Palo Alto during a recruiting event in May, and a smaller group of candidates will be flown to Detroit for interviews and a tour of downtown businesses and start-ups who are hiring.

About Detroit Venture Partners:
Detroit Venture Partners (www.detroitventurepartners.com) is a venture capital firm that invests in seed and early-stage technology companies with a strong emphasis on Detroit-based startups. In addition to capital, the company provides hands-on coaching, mentorship, support, and resources to help drive growth and success. The firm was founded in 2010 by Josh Linkner, Dan Gilbert and Brian Hermelin and joined in 2011 by Earvin “Magic” Johnson as its fourth partner. By backing the next generation of Detroit entrepreneurs, DVP aims to create jobs, urban density, and hope.

About Quicken Loans Inc:
Quicken Loans Inc. is the nation’s largest online home lender and a top five retail lender. The company closed a record $30 billion in retail home loan volume across all 50 states in 2011. Quicken Loans generates loan production from five web centers located in Detroit, Ohio and Arizona. The company also operates a centralized loan processing facility in Detroit, as well as its San Diego-based One Reverse Mortgage unit. Quicken Loans ranked #1 in customer satisfaction among all home mortgage lenders in the United States by J.D. Power and Associates in 2010 and 2011. “QuickenLoans.com” has been named “Best of the Web” by Forbes and Money magazines. The company ranked in the Top 10 of FORTUNE magazine’s “100 Best Companies To Work For” in 2012 and has placed among the top-30 companies on FORTUNE’s list for the past nine years. It ranked in the Top-15 of Computerworld magazine’s “100 Best Places to Work In Technology” for seven years in a row. Quicken Loans was named #1 in the Detroit Free Press’ ‘Best Places to Work in Michigan’ List in 2010 and 2011. The company moved its headquarters and 3,700 of its more than 5,000 team members to downtown Detroit. Another 1,000 team members are expected to move to downtown Detroit in mid 2012. For more information about Quicken Loans, please visit us on the web at www.quickenloans.com, on Twitter at @QLnews, and on Facebook at www.facebook.com/QuickenLoans.

About Rockbridge Growth Equity, LLC:
Rockbridge Growth Equity, LLC is a private equity firm that invests in financial and business services, consumer-direct marketing, and sports, media & entertainment industries. Based in Detroit, Michigan, Rockbridge owns equity stakes in Ready Financial Group, Protect America, Northcentral University and One Reverse Mortgage, and is affiliated with other leading businesses in its target sectors including Quicken Loans, the Cleveland Cavaliers, Title Source, Fathead, Xenith and ePrize. For more information on Rockbridge Growth Equity, visit www.rbequity.com.

72% of Employers Expect Senior Professionals to Have International ExperienceMore professionals seek to add international experience to their CVs

More professionals seek to add international experience to their CVs
LONDON, April 19, 2012 – –
According to a recent research survey, 72% of respondents said their employers viewed international experience as important or very important (63% last year). More professionals seek to add international experience to their CVs, and in an ever wider variety of locations.

The research was commissioned by global specialist recruiters, Hydrogen Group. 94% of 2012 respondents are considering relocating or have already done so, recognising international experience as a key factor in career success.

The research report highlighted the continued importance of recruiters with 37% of respondents working abroad finding their role through recruiters. Tim Smeaton, CEO, Hydrogen Group commented “Candidates recognise that recruitment specialists provide them with access to the global organisations of their choice.”

The survey also found that this international migration of professionals is spread more widely than ever before. Dan Church, Client Services Director at Hydrogen, says: “Five years ago this might have been New York, London and Hong Kong; now it is also the likes of Shanghai, Houston, and Vietnam.”

Other key findings include:

– overseas work is no longer just for the young. 45% of respondents working abroad were aged over 40

– 36% of women already abroad are aged 21 to 30 compared to 17% of men. However only 19% of women are over 40, compared to nearly 50% of men

– people are staying longer than they expected to: respondents said they expect to stay overseas for up to five years, however a sizeable 45% of respondents have already been overseas for more than five years and 50% plan to apply for permanent residency.

New Study of Leaders Reveals Emerging Global Talent Crisis, Emotional Intelligence Seen as Solution

SAN FRANCISCO, April 17, 2012 —
A survey of 775 leaders and employees world-wide reveals growing concerns about finding and keeping talent across all sectors and countries, and leadership bears the blame. When asked about top issues at work, respondents talked about “Talent” and “Retention” in 26.9% of the responses, more than twice the frequency of any other common concern. When asked about the top people-side issues at work, 58% of respondents identify leadership as the top problem (where only 51% did in 2010).

The lead author of the study, which has continued since 2007, is Joshua Freedman, the Chief Operating Officer of Six Seconds – The Emotional Intelligence Network. “It’s powerful to read hundreds of responses from real leaders identifying what’s holding their organizations back, and the report has many of their actual responses. Over and over, they say that our organizations are failing to attract, retain, and nurture talent, and they blame a lack of leadership,” says Freedman. “Fortunately, some organizations — only 22.8% — are using emotional intelligence as a solution, and it’s working.”

The survey finds that organizations earn “C” and “D” grades on leadership effectiveness and leadership development. However, those in the 22.8% who use emotional intelligence as a key strategy earn a 32% advantage over the rest. Given the power of emotional intelligence as part of the solution, the good news is that when asked, “How aware are you of ’emotional intelligence’ and how it can be used in the workplace?” 42% respond 5/5, versus 38% in 2010.

While almost all of the respondents acknowledge that feelings are a significant part of their workplace issues, only a handful of organizations are seen to be taking emotional intelligence seriously. While emotional intelligence (being smart with feelings) is rated a 4.5/5 on importance for solving the challenges, organizations earn a 2.6/5 on implementation — a 74% gap.

Senior executives rate their organizations 49% higher on implementing emotional intelligence (or EQ) than do middle managers — representing another large gap in perception. In terms of EQ awareness, there are also large differences in age (older leaders score higher), geography (the Middle East is the lowest), and industry (professional services and hospitality are the most serious about emotional intelligence — and education and government score the lowest).

The conclusion is people are getting burned out. Freedman: “The ‘do more with less’ recession experience is not sustainable, and people are feeling that. There’s a growing perception of a shortage of talent — but only a few companies are taking this really seriously, and they’re going to be the winners.”

EU Wind Power Industry: 520,000 Employed by 2020

BRUSSELS, April 10, 2012 —
The European wind power industry’s contribution to EU economic growth will increase almost threefold over the decade by 2020. More than half a million people will be working for the wind power industry in Europe by 2020.

The sector has been proven to be a powerful motor against economic slowdown in Europe. This will be shown on Monday 16 April 2012, as the European Wind Energy Association (EWEA) presents its latest report “Green Growth – The Impact of Wind Energy on Jobs and The Economy”, published at the EWEA 2012 Annual Event in Copenhagen.

The report analyses the sector’s contribution to GDP and job creation now and in future, with forecasts for 2020 and 2030.

The EWEA 2012 Annual Event will be opened in Copenhagen by the Danish Prime Minister Helle Thorning-Schmidt, EU Energy Commissioner Guenther Oettinger and Crown Prince Frederik of Denmark, with 10,000 participants expected to come.

Denmark’s Energy and Climate Minister Martin Lidegaard will chair a debate on the EU Energy Roadmap to 2030, with Presidents and Chief Executive Officers of Acciona Windpower, Dong Energy, GE Renewable Energy, Iberdrola Renewables, RES Group, Siemens, Vattenfall, and Vestas.

More than 100 journalists from all over the world have registered so far. The Global Wind Energy Council will publish its latest Global Market Report while Chief Executive Officers of wind energy associations from Europe, the US, China, India, Brazil, South Africa and Japan will explain the latest wind power industry developments in their countries.

Future Head of Global HR: Think BeyondTraditional Role

Comments on the New Career Path for the Global Head of HR
NEW YORK, April 3, 2012 —
Human Resources executives must think beyond their traditional role in order to remain competitive in the marketplace, according to Manuel de Miranda, head of the Human Resources Practice group, Egon Zehnder International, a global search firm.

Increasingly CEOs expect HR leaders to have experience in non-traditional HR roles including line operations, customer service, finance as well as international assignments.

“The road to the C-suite is coming from a broader base of talent,” said de Miranda. “The future will require that HR leaders have exposure to fast growing markets as well as experience working in companies where they’ve played multiple roles,” he added. “This exposure will provide them with an invaluable context to think strategically about the bottom line of the company,” he added. An in-depth interview with Manuel de Miranda can be found at http://www.egonzehnder.com/video-future-hr.

For several years Egon Zehnder has been compiling results from its Management Appraisal processes. These have shown that senior HR executives who have worked outside the HR function have higher scores on three critical leadership competencies:

(1) results orientation

(2) strategic orientation and

(3) change leadership.

Of the 366 HR executives studied, 275 had worked exclusively in HR, while 91 had at some point in their careers served in a line role. Their scores were analyzed against a database of more than 25,000 Management Appraisals in the past five years. “Our insights led us to conclude that the behaviors, experience, and business line credibility naturally learned in line facing roles could best account for the separation between ‘Good HR Leaders’ and ‘Great HR Leaders’,” said de Miranda.

“The HR leader who has had experience in other areas within the corporation and can bring those skills with them to HR will differentiate themselves from their peers and be more likely to achieve success,” said de Miranda.

About Egon Zehnder International
Egon Zehnder International is the largest privately-held executive search firm in the world with over 400 consultants operating from 64 wholly owned offices in 38 countries. The firm specializes in senior-level executive search, board consulting and director search, management appraisals, and talent management.

Egon Zehnder International’s clients range in size from the world’s largest corporations to emerging growth companies to government and regulatory bodies and major educational and cultural organizations. Egon Zehnder International has sector specialists organized into global practices. These include Industrial, Financial Services, Consumer, Life Sciences, Technology & Communications, Services, Private Capital and Sovereign Wealth Funds. For more information visit www.egonzehnder.com.

China, India, Brazil identified as the most challenging emerging countries…Scarcity of local talent with appropriate skills in emerging markets tops HR challenges for organizations

Majority of organizations refining HR policies for local nationals and expatriates
New York, February 16, 2012 –
Given the rapid rate and scope of globalization, organizations continue to face significant challenges related to staffing in emerging markets.

Mercer’s HR & Mobility Challenges of Emerging Markets Survey found that more than half (59%) of participating organizations cite scarcity of local employees with the required technical skills as the most critical human resources challenge in emerging markets.

This challenge is followed by difficulties of dealing with complex labor laws, and, establishing appropriate salary structures (53% and 51%, respectively).

Conducted in late 2011, Mercer’s survey examines the types of issues that organizations in North America are facing as they expand into emerging markets, and which issues and countries present the most critical challenges. It includes responses from more than 150 US and Canadian organizations.

According to Roger Herod, Principal in Mercer’s Global Mobility consulting business, “In addition to the lack of local talent in most emerging markets, attracting and incenting expatriates that can provide the needed technical and managerial skills is a big issue for companies trying to staff operations in often difficult locations.”

While nearly three out of four organizations (73%) are in the process of developing business in new and emerging markets, three countries in particular pose the greatest challenge reported by more than one-third of responding organizations – China (52%), India (36%) and Brazil (35%). “Besides the common difficulties of finding skilled talent and establishing competitive salary structures for local employees, regional complexities around employment laws, local benefits and tax regulations can be particularly troublesome to overcome when operating in these countries,” said Mr. Herod.

As a result of many of these issues, more organizations are developing mobility tools facilitated by a global job-leveling framework that serves as a common platform between the home and host country locations.

“Besides helping with consistent pay practices across borders, global mobility tools like job leveling help companies manage the development and career paths of employees,” said Loree Griffith, Principal in Mercer’s Rewards consulting business. “This is particularly important as companies strive to quickly establish themselves in an emerging market and maintain their competitive advantage once there.”

HR challenges with expatriates
In addition to the challenges organizations face with local nationals when doing business in emerging markets, they encounter issues with their expatriates in these markets as well.

According to Mercer’s survey, the top three challenges for expatriates in emerging markets, reported by more than one-third of participating organizations, are establishing competitive policies for attraction and retention (38%), attracting the right candidates (34%) and addressing equity issues between expatriates and local nationals (33%). Less common challenges are those associated with housing assistance and establishing pension or health insurance coverage.

“International assignments to developing countries can be very costly because of shortages of suitable housing for expatriates, high cost of goods and services, and often high taxes. Additionally, assignments are frequently ‘hardship’ locations,” said Mr. Herod. “As a result, companies must implement policies that will attract employees to take assignments at an affordable cost.”

HR policies
While the majority of participating organizations are satisfied with the HR policies established for their local nationals and expatriates in emerging markets, approximately two-thirds are in the process of fine-tuning their policies. Moreover, Mercer’s survey shows that more than one-third (35%) of organizations are still trying to put appropriate HR policies in place for local nationals and one-quarter (25%) are still establishing the right policies for their expatriates.

Said Mr. Herod, “Establishing HR policies in frequently fast-changing situations in emerging markets is not simple – and clearly an indication of the complexity of dealing with a variety of HR issues.”

Related research
Recently, the World Economic Forum and Mercer collaborated on extensive research on how effective talent mobility can spur economic growth. The report – Talent Mobility Good Practices: Collaboration at the Core of Driving Economic Growth – discusses talent mobility practices among more than 500 organizations in 45 countries and outlines concrete actions that stakeholders around the world have implemented to address their talent challenges. The 55 case studies included in the report reveal that collaboration among stakeholders on all sides of the employment equation – companies, governments, academic institutions, nonprofit entities and employees – is essential to successful talent mobility efforts.

The full report, along with a searchable library of the case studies and an array of thought leadership to help organizations address global talent issues, can be found at www.mercer.com/globaltalent.

About Mercer
Mercer is a global leader in human resource consulting and related services. The firm works with clients to solve their most complex human capital issues by designing and helping manage health, retirement and other benefits. Mercer’s 20,000 employees are based in more than 40 countries. Mercer is a wholly owned subsidiary of Marsh & McLennan Companies (NYSE: MMC), a global team of professional services companies offering clients advice and solutions in the areas of risk, strategy and human capital. With 52,000 employees worldwide and annual revenue exceeding $10 billion, Marsh & McLennan Companies is also the parent company of Marsh, a global leader in insurance broking and risk management; Guy Carpenter, a global leader in providing risk and reinsurance intermediary services; and Oliver Wyman, a global leader in management consulting. For more information, visit www.mercer.com. Follow Mercer on Twitter @MercerInsights.

HENKEL recognized as one of the “World’s Most Ethical Companies”

2012 is the fifth year Henkel has been honored for its efforts
Scottsdale, Arizona; April 2, 2012 –
For the fifth year in a row, Henkel has been named one of the “World’s Most Ethical Companies” by the U.S. Ethisphere Institute. This honor recognizes Henkel’s ethical approach to corporate governance and its commitment to sustainable development. In North America, Henkel markets a wide range of consumer and industrial brands including Dial® soaps, Purex® laundry detergents, Right Guard® antiperspirants, got2b® hair gels, and Loctite® adhesives.

The continued inclusion of Henkel in the list of the “World’s Most Ethical Companies” reiterates the company’s strong commitment to sustainability and its high ethical standards. The ranking names a total of 145 companies in more than 40 different sectors. Henkel was recognized by the expert jury, comprised of U.S. scientists, academics, lawyers and government representatives. The multistage assessment process was based on business conduct as demonstrated in a range of categories including corporate citizenship, ethics and compliance programs, and innovation.

Henkel’s performance in the area of sustainable and socially responsible development has repeatedly been recognized by experts. Previously, the oekom rating agency judged Henkel as the company with the world’s highest social and environmental standards in the “Drugstore and Cosmetic Products” category. In 2011, Henkel was recognized for the second time in succession by the CRF Institute as “Germany’s Top Employer” and also was listed among the Corporate Knights “Global 100” as one of the 100 most sustainable companies in the world. In addition, Henkel also was recognized by Walmart for its sustainability efforts.

Henkel in North America
Henkel markets a wide range of well-known consumer and industrial brands in North America, including Dial® soaps, Purex® laundry detergents, Right Guard® antiperspirants, got2b® hair gels, and Loctite® adhesives. Visit www.henkelna.com for more information.

About Henkel
Henkel operates worldwide with leading brands and technologies in three business areas: Laundry & Home Care, Cosmetics/Toiletries and Adhesive Technologies. Founded in 1876, Henkel holds globally leading market positions both in the consumer and industrial businesses with well-known brands such as Persil, Schwarzkopf and Loctite. Henkel employs more than 47,000 people and reported sales of $21.7 billion and adjusted operating profit of $2.8 billion in fiscal 2011. Henkel’s preferred shares are listed in the German stock index DAX and the company ranks among the Fortune Global 500.

Higher Company Growth = Higher Investments in Employee Mobility

6th Annual Report shows common Mobility Practices among growth companies
WATERFORD, Wisconsin; April 2, 2012:
The 2011 Runzheimer International Total Employee Mobility Benchmark Report released today shows that high growth organizations – growing 10% or more annually – invested an average of $12,352 on each mobile employee, while lower growth companies – growing 1% or less annually – invested an average $7,830 per mobile employee, indicating a direct correlation between higher investment in employee mobility and higher organizational growth.

The 2011 Employee Mobility® (TEM®) Benchmark report, in its sixth edition, is published by Runzheimer International, the global leader in workforce mobility programs. The report covers key areas of mobility including Business Vehicles, Business Travel, Mobile Device Management, Domestic Relocation and International Assignments.

“Investments in the mobile workforce can provide significant benefits to organizations, as evidenced by our TEM survey this year,” said Greg Harper, president of Runzheimer International. “To ensure a greater return on these costs, organizations must benchmark programs to identify improvements. Our annual report is an important way for companies to learn more about current mobile workforce trends and compare their organizations to other companies, providing an important measurement baseline.”

TEM Report Key Findings:

Mobile Workforce Costs and Trends
Participants invested an average of $9,630 on each mobile employee

Mobility investments increased 4% over the 2010 figure of $9,280 37% anticipate an increase in travel program spending in the next year

39% indicated an increase in relocation program spending in the next year

67% anticipate an increase in international assignment program spending in the next year

90% of participants indicate ‘smart phones’ as the most common type of mobile device

67% of participants indicate telecommuting is available but restricted to certain employee groups.

The Runzheimer International TEM Benchmark Survey provides valuable insights on employee mobility and how organizations manage this growing workforce. The report is available for purchase from Runzheimer International.

About Runzheimer International
Founded in 1933, Runzheimer International serves 60 percent of the Fortune 500 and numerous government agencies. Recognized for providing innovative solutions relating to Total Employee Mobility, Runzheimer is the global leader in workforce mobility programs including business vehicles, business travel, corporate aircraft, employee relocation and compensation, and mobile device management.

5 CEOs speak-out… To become a top employer companies must look deeper than benefits/comp to credibility of leadership, sense of fairness in the workplace

SAN FRANCISCO, California —
The annual 100 Best Companies to Work For® list reveals that in order to become one of the nation’s top employers, companies must look deeper than their benefits and compensation packages, and into the credibility of leadership and sense of overall fairness in the workplace, announced Great Place to Work®, the research firm behind the FORTUNE 100 Best Companies to Work For® list.

Now in its 15th year, the “100 Best” list yields a unique glimpse of the inner workings of Corporate America from the employee perspective. Different from your typical employee satisfaction survey, Great Place to Work®’s Trust Index© Employee Survey and organizational culture assessment taps into employees’ actual day-to-day experience with their company culture.

“The most common misperception of this list is that it is all about companies with exotic benefits. That’s not the case at all,” offers list co-author, Milt Moskowitz. “Companies make this list, or fail to make it, by virtue of what their employees feel about the workplace. In effect, employees vote their companies onto the list.”

Not all of the “100 Best” offer unique benefits like free lunches, onsite healthcare, or rock-climbing walls. But, Best Companies do demonstrate a keen sense of their employees and what resonates with them. “We see this awareness in top companies’ attitudes toward employee communications, transparency in business operations, and unique opportunities for employees to develop professionally and personally and grow within the company,” states Robert Levering, co-founder of Great Place to Work® and co-author of the list. “Executives at the FORTUNE’s 100 Best Companies to Work For® understand the role that trust plays in creating great workplaces.”

Five CEOs from 100 Best Companies will share their perspectives on building and maintaining their unique organizational culture during the upcoming Great Place to Work® Conference, taking place on March 28-29, at the Hyatt Regency in Atlanta GA . Jeffrey Katzenburg of Dreamworks; John Mackey of Whole Foods; Dr. John Noseworthy of Mayo Clinic; Clarence Otis of Darden Restaurants and Tom Folliard of Carmax are all keynote speakers at the Conference.

ABOUT GREAT PLACE TO WORK®:
Great Place to Work® Institute is a global human resources consulting, research and training firm specializing in organizational trust. The Great Place to Work® Model is built on 25 years of research and data collected through our Trust Index© Employee Survey, which is taken by over 10 million employees annually worldwide.

Great Place to Work® provides leadership coaching and culture consulting services to businesses, non-profits and government agencies in 45 countries on all six continents. In the United States, Great Place to Work® produces the annual FORTUNE 100 Best Companies to Work For® list and Great Place to Work® Best Small & Medium Workplaces list published by Entrepreneur.com.