Better.com

These companies foster supportive cultures, where employees find opportunities for growth with help from their colleagues.

Best Small Medium Workplaces New York 2021-Better.com

Employees say: 
 
“Each team truly bonds well and comes together to both successfully do their jobs and have fun while doing it.”

Best Small and Medium Workplaces in New York

The best workplaces in financial services and insurance acted as generous corporate citizens amid a year of multiple crises.

Best-Workplaces-Financial-Services-Small-Medium-2021-Better.com

Employees say:  
“Management takes strides to ensure company strategy and objectives are communicated throughout all levels of the organization by facilitating monthly all-hands meetings and 'ask-me-anythings.'”

Best Small and Medium Workplaces in Financial Services and Insurance

We surveyed tens of thousands of employees to create this list of millennials’ favorite workplaces.

Best Workplaces Millennials Small Medium 2021-Better.com

Employees say: 
 
“Here we have no micro-managing, people are treated with respect and your thoughts and ideas are welcomed and encouraged. I appreciate the focus on minorities and millennials. I love coming to work each day.”

100 Best Small and Medium Workplaces for Millennials

The companies on this year's list make a conscious effort to be supportive, inclusive workplaces.

Best-Workplaces-Women-2021-Small-Medium-Better.com

Employees say: 
 
“Amazing benefits and a lot of opportunities to learn and grow as both a professional and individual. The environment is very inclusive, transparent and caring.”

Best Small and Medium Workplaces for Women

These are the best workplaces in the U.S. that employ between 100 and 999 people.

GPTW-MED-2-Better.com

Employees say: 
 
"The culture is amazing and you don't dread coming to work and that's what makes Better such a great place. Co-workers are amazing here and everyone is so supportive and inclusive."

Best Medium Workplaces

The best workplaces in financial services and insurance balance technological growth with the wellbeing of their talent.

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Employees say: 
“This is my first job where I am so excited to come to work everyday. You really feel the work you do has a meaningful impact. The work is fulfilling and you're given constant opportunities to think critically and creatively problem solve.” 
Read Great Place to Work review .

Better.com-Best Medium Workplaces 2019

Employees say: 
“You really feel you're a part of a team and the work you do has a meaningful impact on those we work with. The work is fulfilling and you're given constant opportunities to think critically and creatively problem solve.”

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Better.com CEO: 'You will not be allowed to fail twice' 

Briefing

being as productive as possible. We are delivering to deadline for our customers and for each other. Parts of this organization that I have not been deadline centers before will be extremely deadline centers Going forward, you will not be allowed to fail twice. You'll be encouraged to fail once but not allowed to fail twice. Not meeting deadlines will not be acceptable. Yeah. Mhm. Yeah. Is that going to change things a little bit? Yes, it's gonna make things better. And that's what we're here for. Oh.

BMW and Owner of Mercedes-Benz Are Joining Forces

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To better compete with ride-hailing services.

Michael, you've been an entrepreneur. You've run a public company, and now a very large private enterprise because of your huge merger with EMC. If you had to single out one thing, what does it take to be a successful leader? I don't think it's just one thing. I, I think it's some combination of vision, inspiration, curiosity, at least for me. And ultimately, passion. If you're not excited about what you're doing, I think it's really hard to do those things well. And it's some mixture of those. It must be very different being a CEO running the company that you're running now, which is so much bigger than any company you've ever run before. $ 60 billion in revenue, a workforce of 140, 000 people. Are there new leadership skills that you've had to learn? We took on a number of businesses. And so, those were new things for me to learn. So the way I learn a new business is go to the technology. So, go to the engineers, I wanna understand it very deeply. Go to the software developers, hang out with them on the front lines. You have to know the strategy, where's it going You have to know how to understand whether you're getting the true real story or not, right? [ LAUGH ] And figure out who the technical advisors are, so you can really know what you're doing. They're not just bits and bites and boxes in a spreadsheet. Technology is evolving in a very dynamic way, and you have to understand at a pretty fundamental level To be able to make the decisions. One of your many jobs is to integrate Dell and EMC. How do you get everyone on the same page so that they can deliver on your vision for the new Dell? What we found about the cultures interestingly enough we had a alliance with EMC for a long, long time, more than a decade. And when we went and asked people, of 22 different attributes, what are the things that matter to you most? The top five were actually the same in both organizations, and they were ranked in the same order. And so when you get people aligned around common goals and objectives, and everybody knows that Teamwork is how we do this, right? Nobody succeeds because somebody else fails. And the tone is set at the top around how we succeed together as a team, everybody falls in line pretty quickly. Given that you're making some really big bets for Dell's future, how do you encourage Innovation on all levels of your company so that people experiment more. Well, you have to embrace risk, and you have to accept failure. And as an entrepreneur, this is very important to me. Because big companies generally don't, they're not good at that. If you talk about risk, they'll talk about the risk reduction and the risk committee and the risk management and all those, the risk is bad. Well, if you don't have risk, right, you don't have innovation. So we have all sorts of things internally to promote. risk, innovation, all kinds of internal startups, competitions, and look we're explicit about it in our communication. A, we're investing four and a half billion dollars in research and development and we've got hundreds of projects, they're not all going to work out. That's okay. And we also have something called Dell Technologies Capital, which is our venture capital arm. Mm- hm. Out there seeding all kinds of new businesses. We don't expect that 100 % of those investments are gonna work well. It's innovation at scale. Michael, many young entrepreneurs dream of building a company that'll be successful, like Dell. So did I. [ LAUGH ] Well, I mean you were a very courageous 19 year old who started Dell from your dorm room. Do you have any good advise for those young entrepeneurs out there? Don't be afraid to make a mistake, experiment If you wanna really make it big you better come up with something unique, differentiated that nobody else is doing that is really significantly different and if you go and ask people if that's a good idea most of them will tell you no. So don't go ask, if you really think you got something unique and special You need to go with your conviction and go for it. [ BLANK_AUDIO ]

‘You Better Come Up With Something Unique,’ he says.

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