小工程師@翡翠城 - 貓家在美國混飯吃的流水帳

#!/bin/bash
#Program: Nine Questions to Ask a Startup
#History: Mar. 15, 2007 rusin first release 
PATH=/bin:/sbin:/usr/bin:/usr/sbin:/usr/local/bin:/usr/local/sbin:~/bin 
export PATH
http://blog.guykawasaki.com/2006/03/nine_questions_.html
Most of the information that you can find about recruiting is for the employer, not the employee. (I'm as guilty as this as anyone: for example, The Art of Recruiting, I and II.)
Let's turn the tables, switch modes, and balance the scales by discussing what a hot candidate should ask a private, venture-backed startup before making the leap to “infinity and beyond” as Buzz Lightyear would say. Nota bene: there is a definite order in how to do this: First, get the job offer, then ask these questions!
1. How many outstanding shares of stock are there?
Most companies make offers of dazzlingly large amounts of stock options. After all, 100,000 shares sure sounds like a big number--especially if the company goes public at, say, $20/share and then googles on up to $400/share like you're being led to believe. That's $40,000,000--you could buy Larry Ellison's house with that kind of money!
The number of options that you're offered is a meaningless number unless you know the total number of outstanding shares of stock. With these two pieces of information, you can calculate the percentage of the company that your options represent--and that's what counts. For example, 100,000 shares of 1,000,000 total shares is a lot better than 250,000 shares of 10,000,000 total shares.
You could simply ask what percentage you're getting, but that's a little crass, and some people may misinterpret crassness for a lack of good judgment. :-) However, just because you know what percentage of the company you're getting, don't make yourself crazy with delusional thoughts of how much you're worth.
Here are some “Guyed”lines for a startup that has already raised its first round of venture capital of $1-3 million with no more than fifteen employees. Don't just latch onto the top end of the range because there are many variables to consider including salary, cash bonuses, geographic location, and most important of all, your perceived value.

Senior engineer: .3 - .7%

Mid-level engineer: .2 - .4%

Product manager: .2 - .3%

Architect, i.e., the “main (wo)man,” though an individual contributor: 1 - 1.5%

Vice presidents: 1.5 - 3%

CEO, i.e., “adult supervision” brought in to replace the founder: 5 - 10%

(I know I'm going to regret providing these guidelines...those of you who read this blog in an RSS feed will be amused by how these numbers will change.) :-)
One more thing about these percentages: as the company becomes successful and grows--and perhaps raises more capital to fuel the growth--your percentages will go down. It's better to own a small percentage of a large company than a large percentage of a small company.
2. What is the monthly burn rate?
“Burn rate,” as commonly understood, is net cash flow. (In most cases, “net” isn't even necessary to mention because there are no revenues.) You want the answer to this question in terms of cash--not some bull-shitake, pro-forma paper-profits calculation unless you can pay for your rent with paper profits.
3. How much cash is in the bank?
This is a straightforward question. Now take this answer and divide it by the monthly burn rate. This will tell you how long before the company runs out of money. If the answer is less than six months, be cautious unless the company already has signed term sheets for the next round of financing. If it doesn't, assume it will take at least six months before another round of financing closes.
4. When will the company achieve positive cash flow?
You should ask this question because you'll probably be told that there are months and months of cash or that another round of financing is “looking good.” If the answer is years away, then you're signing up for more risk because venture capitalists aren't the most patient, loyal people. More risk is okay-it takes years to build a great company--but you should know what you're getting into.
5. When will the product ship?
This is just another way of asking about positive cash flow. Obviously, positive cash flow before shipping is improbable, but if the company is saying that positive cash flow will occur shortly after shipping, something is fishy, or the management is clueless. My advice is that you add six months to the “worst case” date that because nobody ever ships on time.
6. May I talk to any of the outside investors on the board of directors?
If the outside investors are as positive about the company as you're being told they are (and assuming you're truly a superstar applicant for a senior-level position), then the company should agree to this. If it doesn't, then either the investors are getting “tired,” or you're not that important. Indeed, if you are a superstar, you won't have to ask because the management will ask a big-name board member to call you.
7. May I talk to several beta sites?
This question is another reality check: the company is probably spinning a tale about how all the beta sites love the product. (In my career, every company has always told me that beta sites “love the product.”) If you're told you can't make contact, then either the company doesn't want to bother future customers (which is reasonable) or you're not important (which is possible). Of course, it could even be that the product sucks, so the company is afraid of you talking to beta sites. It would be nice to know if it's the last reason.
8. How much of a “liquidation preference” do the investors have before common shareholders get anything?
Suppose the company has raised $25 million and the liquidation preference is only $25 million (it could be multiples of $25 million depending on how the investors negotiated the terms of investment). This means that the investors get their $25 million back before the employees get anything. If the company is acquired for $25 million or less, then the employees get nothing. If there's a massive liquidation preference, your options may never be worth anything.
9. Are there any intellectual property issues or lawsuits pending?
This is a housekeeping question. To put it mildly, it'd be nice to know that the company's intellectual property is free and clear, and that there aren't any lawsuits that could tank the company. If you don't ask, don't expect the company to volunteer such information during the recruitment process.
Finally, a word of caution: the management may interpret these questions as evidence of a lack of “believing” or a failure to understand “the big picture.” (It merits repeating: Get the job offer first and then ask these questions.) On the other hand, you might impress the management with your knowledge of how startups and finance really works. Welcome to the complex and contradictory world of startups...

#!/bin/bash
#Program: Nine Steps to Acing a Job Interview
#History: Mar. 15, 2007 rusin first release 
PATH=/bin:/sbin:/usr/bin:/usr/sbin:/usr/local/bin:/usr/local/sbin:~/bin 
export PATH
http://finance.yahoo.com/expert/article/careerist/26522

A good way to think about the process of getting a job is that a resume gets you in the door, and an interview is where you close the deal.

Here are nine ways to ace an interview and get the job:

1. Tell good stories.

When someone says, "Tell me about yourself," they don't want to hear you rattle off a list of what you've done or what you've accomplished. People want stories. Stories are what make you stick in people's minds.

The problem is, most people can't figure out a story to tell about themselves, so they start listing facts. This is boring, and research shows that listing facts about ourselves instead of telling stories actually makes us feel disjointed -- which is, of course, no good in an interview. Compelling stories make us believe in ourselves. So find a story arc to your career, and tell it during every interview.

2. Understand the behavioral interview.

When someone asks you a question that begins, "Tell me about a time when..." it's a cue that you're in a behavioral interview. There are established ways to answer this type of question.

The interviewer is trying to see how you acted in the past, which is a good predictor of how you'll act in the future. You need to tell the interviewer about a situation you encountered, the action you took to solve the problem, and quantify the results. This is called the STAR response -- Situation or Task, Action, Results.

3. Ask questions at the beginning, not the end.

Don't wait until the end to ask good questions. What's the point? You just spent the whole interview telling the person you're right for the job -- it's a little late to be asking questions about the job, right? So ask your questions at the beginning. And then use the answers to better position yourself for the job during the interview.

At the end, when the interviewer says, Do you have any questions?" you can say, "No, I think I asked everything I needed to ask at the beginning of the interview. But thank you" instead of thinking of a pile of pseudo-questions

4. Stop stressing about your MySpace page.

Look, there's nothing we can do about the fact that nearly every college kid is writing stupid things to his friend and posting it on MySpace or Facebook.

Hiring managers care less and less about these pages; it's not earth-shattering news to human resources that college kids do stupid things. Which is lucky, because often, trying to clean up an online footprint is a lost cause.

So instead of worrying about what you did in the past, focus on what you're doing now. Write articles online, or write a blog -- do anything that will come up higher on Google than your prom date photo. Getting your ideas at the top of a search is the way to impress an interviewer. You want to get hired for your ideas, not your clean record on MySpace.

5. Explain away job hopping and long gaps.

It doesn't matter what you do with your time as long as you're doing productive, interesting things. So a gap is fine, as long as you can talk about what you learned, and how you grew during the gap. And job hopping is fine as long as you can show you made a significant, quantifiable contribution everywhere you went.

6. Present a plan.

Show the interviewer that you've done a bit of thinking about the company and the job. Brendon Connelly at Slacker Manager suggests that you go to the interview with a plan for the first three months you're in the job.

Show some humility -- say, "This is just something I came up with that we might use to get the interview started." Of course, you can only do this if you know a lot about the job. But the best way to get the job is to know a lot about it.

7. Manage your parents.

It's common today for parents to be involved in their twentysomething child's job hunt. Parental involvement is so ubiquitous during interviews for summer internship programs that companies like Merrill Lynch will actually send an acceptance letter to a parent if the candidate requests one.

But some parents hover so close by that they make their kid look incompetent. Get help from your parents, but don't get too much. Check out CollegeRecrutier.com to find out where your parents fall on the spectrum.

8. Play to stereotypes.

You'll probably interview with more than one person. And each person you talk with will have some sort of personal agenda that will infiltrate your interview. Your job is to identify the type of person you're talking to so that you can give the type of answer they're looking for.

Understanding Myers-Briggs personality types will be helpful. But also take a look at Guy Kawasaki's hilarious list of interviewer stereotypes and how to wow each type with your answers.

9. Practice. A lot.

An interview isn't an improvisation -- it's a rehearsed performance. And it's no mystery what the most common interview questions are, so prepare you answers. Even if you end up fielding a question you didn't anticipate, surely a version of one the 50 answers you did prepare will work with the surprise question.

You can practice with a friend, or you can go back to your college counseling office, which will probably help you out no matter where you are in your career. But Alexandra Levit at Water Cooler Wisdom recommends using InterviewTrue to practice on video.

#!/bin/bash
#Program: Genentech: The best place to work now + 100 best companies to work for
#History: Nov 28, 2006 rusin first release PATH=/bin:/sbin:/usr/bin:/usr/sbin:/usr/local/bin:/usr/local/sbin:~/bin export PATH
http://money.cnn.com/2006/01/06/news/companies/bestcos_genentech/index.htm
Genentech: The best place to work now
Wanted: Brainiacs with passion for science and contempt for business-speak.
By Betsy Morris
January 20, 2006: 9:50 AM EST

Domagoj Vucic didn't come to Genentech for the rich stock options or the free cappuccino or the made-to-order sushi or the parties every Friday night. He came from the University of Georgia seven years ago because he believed Genentech could help him answer a burning question: What is it that keeps caterpillars infected with baculovirus alive for an entire seven days before they explode into a gooey puddle? Figuring that one out could, believe it or not, be a big step toward curing cancer. Doctor-scientist Napoleone Ferrara didn't come for the perks either. He joined Genentech in 1988 because the company would allow him to pursue an obsession: the study of the formation of blood vessels that feed, say, a tumor, and the search for an antibody to disrupt the process.

It's not just the bio-scientists. Ask Cynthia Wong, a mother of two, why she chose to settle at Genentech after working at Citibank and Towers Perrin, and she doesn't even mention the onsite day care or the concierge service that can pull off a birthday party on a moment's notice. Instead the senior manager quotes a breast-cancer patient who had visited her sales department a day earlier. "She has two little girls," Wong says, getting tears in her eyes all over again. "She wants to see them in braces. She wants to be there when they pick out their prom dresses." With the help of a Genentech drug called Herceptin, she probably will.

Work that really matters -- it's what makes Genentech the Best Company to Work For in 2006.

But there's plenty else to like about this low-key, high-tech biotech located just north of San Francisco International Airport. For starters, 29-yearold Genentech is not just the very first biotech; it's the brightest star in a promising industry that has chronically under-delivered. The company's yearend revenues should come to $6.6 billion, according to Wall Street estimates, triple what Genentech pulled in four years ago. Its stock price has doubled in the past year, to $95 a share. At one point in December it had a market cap of $102 billion, making it the 20th-most-valuable company in the U.S., ahead of Merck, Lilly, and every other pharmaceutical company except Johnson & Johnson and Pfizer. "There is only one drug company that has really come from nowhere to be a major force in this industry, and that is Genentech," says Peter Tollman, a senior vice president and biopharmaceutical expert at Boston Consulting Group. "It is the only drug company in the world that has created that much value without a merger."

Genentech's secret, anybody here will tell you, is its culture. And that is what has propelled the company to the top of this year's list. With its storybook view of San Francisco Bay, the place feels more like a college campus than a pillar of the FORTUNE 500. Signs point to the North Campus, down by the water, and the South Campus, up on the hill. Employees don't get assignments, they get "appointments." They traverse the grounds by shuttle bus and bicycles provided by the company. Every Friday night there's at least one "ho-ho" -- Genentechese for kegger -- a tradition that began in the '70s when the workforce was mostly a handful of rowdy post-docs barely out of grad school.

At Genentech, every milestone calls for a party and a commemorative T-shirt -- and on very big occasions, very big celebrity bands. A year and a half ago, after an unusual run of FDA approvals, the parking lot in front of Building 9 became the site of a rock concert featuring Elton John, Mary J. Blige, and Matchbox 20.

All this would be way too dot-com to make business sense if it weren't for another performer who took the stage that day -- and who got about as much applause as the bands. That would be Art Levinson, Genentech's impish, brilliant scientist CEO, dressed for the occasion in tennis shoes and a black CLONE OR DIE T-shirt. The 55-year-old Levinson, who once bet his colleagues that five of them could fit inside an ice machine (they did), has made mostly right bets for the company ever since he took the helm in 1995 -- championing its science, creating a stream of new drugs, and winning over employees by making clear to all that there would be no butt-covering culture at Genentech.

In fact, Genentech's culture has a whole lot in common with those of two other Bay Area superstars: Google and Apple. All three imbue employees with idealism. Apple keeps a laser like focus on the customer. Google's motto is DO NO EVIL. Genentech's: IN BUSINESS FOR LIFE.

All three companies flout conventional wisdom and take a damn-the-torpedoes approach to nay-sayers. All three know one another well. Levinson is on the boards of Google and Apple; he and Steve Jobs are often seen hanging out at Genentech, deep in discussion. (Google hasn't been around long enough to qualify as a 100 Best Companies to Work for candidate; Apple declined to participate in the survey.) And all three put huge emphasis on attracting the best and the brightest. Genentech awards sabbaticals to stave off burnout. To keep creativity alive, both it and Google encourage their scientists and engineers to spend fully 20 percent of each workweek pursuing pet projects. Many corporations think it's terribly cutting-edge to maintain an arm's-length relationship with employees. These guys want you to move in.

Of course, it's easy to be a generous, enlightened employer when profits are flowing and your stock seems to have nowhere to go but up. IBM was that way for decades, once. But the awful mathematical truth -- you don't need a Ph.D. to figure it out -- is that high growth at this rate can't last forever. Says David Botstein, former head of Genentech research and now a professor of genomics at Princeton: "At some point, someone, maybe Art, maybe his successor, is going to have to figure out how to transition Genentech into a steady-state company."

Levinson says he won't worry about growth slowing until sometime after 2010. Right now, with the company averaging 151 new employees a month (headcount at press time was 9,314), he says, "The thing I worry about most is managing our growth." And protecting Genentech's mission, focus, and culture. "It's much easier to get alignment when you have fewer people."

Since the day the company was founded in 1976, Genentech's culture has been its competitive advantage. Founders Bob Swanson, a 29-year-old venture capitalist who studied the power of teams at MIT, and Herb Boyer, a pioneer gene splicer from the University of California at San Francisco, knew the success of their venture depended on luring and keeping big-brain bioscience talent. Within two years Genentech had concocted human insulin, which in 1982 became the first biotech drug to go to market. The company turned its first profit in 1979, the year before it went public, and has remained profitable ever since -- despite a close call in the late 1980s, when it lost focus and stopped introducing new drugs, and the stock price flagged badly enough to make the company a takeover target. (Swiss drug giant Roche took a majority stake in 1990 and has let Genentech run independently ever since.) When Levinson was tapped to become CEO in 1995, Wall Street was skeptical but insiders cheered. Levinson was head of research, a top scientist, and astute at making calls on people and R&D.

During his first two years as CEO, Levinson persuaded the board to plow 50 percent of revenues back into research. (You read that number right. It's why, he believes, four of the company's 13 drugs are less than three years old, 30 more drugs are in the pipeline, and all eight of its clinical trials last year were successful.) He also decided to focus the company's science on "significant unmet needs" in the fields of oncology, immunology, and tissue growth and repair. He got rid of projects (and people) that didn't fit the program and forced fiefdoms like product development and basic research to work closely together. To head drug development, he tapped Susan Desmond-Hellmann, who had begun her career as an oncologist and has never forgotten what it's like to tell a young mother with breast cancer that she has run out of options. (Desmond-Hellmann is now president.)

Genentech pours tremendous energy into hiring people with that kind of passion. In fact, it can take five or six visits and 20 interviews to snag a job. The process is meant partly to screen out the free agents -- people preoccupied with salary, title, and personal advancement. If candidates ask too many such questions, "Boom, wrong profile," says Levinson.

The gantlet is also designed to let job candidates know exactly what they're getting themselves into. "We're extremely nonhierarchical," Levinson says. "We're not wearing ties. People don't call us doctor. We don't have special dining rooms." (They aren't even assigned parking spaces, and it's hell in the morning to find a spot.) Executive job seekers from Big Pharma, especially, find that a jolt, he says. "A lot of them say, 'But I like being different! I like being special!' Well, you're not going to be special here. If that's important to you, that's fine. But you won't be happy here."

Genentech looks for people who are wired like Ellen Filvaroff, a senior scientist in molecular oncology. Her walls are decorated with pictures of her patents and her toddler -- side by side. The perks she likes most are little things -- like being able to buy birthday cards and stamps and to mail packages from the company store. But the biggest kick by far, she says, is having colleagues who can help you crack the science more quickly.

Collaboration is easy and encouraged. Once, when Filvaroff wasn't sure how to set up an experiment, she caught Napoleone Ferrara in the walkway between buildings 10 and 11. By the time they reached the doorway Filvaroff had refined her thinking enough to conduct the experiment, which turned into a published paper. Encounters like that, she says, "just bootstrap my science." As a mother of a young child, she's the least likely person to attend ho-hos. But the interplay of bioscience and brewski makes for un- usually rewarding keggers, so she goes when she can.

Here status is conveyed not by snagging the fanciest title or the biggest office (CEO Levinson's measures about 9 feet by 12 feet and is done up with low-end metal office furniture). It's defined by matching wits and taking chances. Or seeing who can take the dare. At Genentech nobody dresses up, except on Halloween. This past Halloween, Desmond-Hellmann spent the day as Snow White, and Levinson and the rest of the management team dressed as the Six Dwarfs (minus Dopey). They were en route to hand out candy at another office across town when their SUV convoy drove by archrival Amgen. Levinson hailed the driver to stop and told the group he wanted to have their picture taken on the Amgen front lawn, posed around the Amgen sign. They did, but Levinson was not entirely satisfied. What he really wanted, he told them, was a picture of Snow White and the Dwarfs inside the Amgen lobby.

Some of the Dwarfs chickened out, and Snow White was about to -- until Levinson goaded her. "Oh come on, Sue, don't be a weenie." They entered through the revolving doors and got a shot before security guards began to arrive and they had to abort and flee. "We know the names of our patients, and a lot of them die, and I think that's part of our loopiness," explains Walter Moore, VP of government affairs. Like Apple and Google, Genentech, despite the fun and games, is anything but relaxed.

Once or twice a year, staff scientists and researchers must defend their work before the Research Review Committee, the group of 13 Ph.D.s that decides how to allot the research budget. Some find the experience nerve-wracking, and that's okay, says Levinson. "I don't want people terrified, but it should not be a cakewalk either."

The rigor is designed to vet the science, uncover the flaws, avoid the dead ends, and sift out politics and favoritism, so that in the end Levinson and Desmond-Hellmann have enough information to place the right bets on the research that will most likely lead to an actual drug. Sometimes scientists fail, or the work isn't deemed sufficiently high priority, and the RRC puts an end to a project. In those cases, not only are the researchers not fired; they usually have a say in their next assignment.

True innovation takes guts. Industry-wide, new drugs on average cost about $800 million and take up to 12 years to develop. More than 90 percent of the drugs in clinical development never reach the market, including half of those that make it to late-stage clinical trials. That's why so many big drug companies are running out of new drugs. For a long time it was easier and lucrative enough to pursue what Vishva Dixit, vice president of research, calls the "detergent" strategy -- creating me-too drugs in big established markets as if they were laundry soap, and then spending big bucks on marketing to steal share from rival pharmas.

At Genentech, using market data or return-on-investment analysis to drive the science is strictly taboo. "At the end of the day, we want to make drugs that really matter," says Levinson. "That's the transcendent issue." Not that this company considers itself a philanthropy. By decade's end, it aims to be the leading U.S. oncology company in terms of sales and a leader in both immunology and tissue-growth disorders, setting ambitious new product goals in each of those categories. It has a salesforce of fewer than 1,000 and licenses with Roche and others to sell its products overseas. Levinson really believes that if the company does the right thing, sales will follow. The strategy: Fund enough basic research in targeted areas of interest, and the results will yield multiple drugs -- or drugs that can be used in multiple ways.

That makes Genentech an especially rewarding place to work for a scientist like Ferrara, whose 17-year obsession -- launched with a breakthrough made on discretionary time -- led him to discover VEGF, a key to blood-vessel formation, which in turn enabled Genentech to develop an antibody that can choke off the blood supply to certain tumors. Those discoveries laid the groundwork for two of Genentech's newest drugs, Avastin, approved to treat colorectal cancer, and Lucentis, which is awaiting FDA approval for treatment of age-related blindness. Avastin might have died a premature death when it failed clinical trials three years ago, causing the company's share price to plunge nearly 10 percent overnight (to a split-adjusted $14.45 a share). But because Levinson and his lieutenants were so deep into the science, they knew better than to give up. Avastin, approved in February 2004, had sales of $774 million in the first nine months of 2005.

Ferrara is studying VEGF alternatives for regulating blood supply that could lead to still more new drugs. And Domagoj Vucic's work that began with caterpillars has opened an area of anticancer research so promising that an executive calls it the company's "search for the Holy Grail." It involves an effort to regulate apoptosis, the natural ability of cells to self-destruct when they've lived out their lives or are stricken with disease. For Vucic the quest is personal: His friend and mentor at the University of Georgia, who helped launch the research, died of melanoma not long after Vucic left there.

It is the kind of long-term, high-risk research that makes Genentech employees proud -- and glad, they say, that they aren't at Big Pharma. Scoffing at Big Pharma may be both great sport and an effective rallying cry, but everybody here is painfully aware that Genentech also runs the risk of getting too large. By the end of this year, 40 percent of the workforce will have spent less than three years at Genentech; another 40 percent of its managers will be new to their positions. So the company is working furiously to acculturate the rookies.

New-hire orientation includes patient lectures, history lessons by Boyer and other old-timers, in-depth sessions on the company's goals, its science -- and the fact that the place works "because of all the thousands of little decisions that are made every day," says HR vice president Denise Smith-Hams. The company polls its workers weekly to ferret out complaints and monitor whether all the new parties are aligned with Genentech's goals.

When Levinson sees signs of culture atrophy, he pounces, as he did in an e-mail to senior managers in December about "the spread of unintelligible, gibberish-laden PowerPoint presentations.... I have recently sat through several presentations that were simply incomprehensible -- mind-numbing, bloated discourses that were full of buzzwords and otherwise devoid of meaningful content. This is a serious problem, and the worst part is that it's spreading like the disease it is." (His abhorrence of corporate-speak helps explain why Levinson loathes consultants. "They suck you dry," he says.)

In case the memo alone doesn't do the trick, Levinson invented a game called gBuzz Bingo. Here's how to play: From the company intranet, download a bingo card featuring terms like "actionable," "traction," "value-added," and "winwin." Take the card to any meeting where you expect the worst. Check off boxes as the words are uttered. First to complete a line wins, which of course requires that you shout out: "gBuzz!"

The winner receives the smug satisfaction of silencing the b.s. And DNA by the Bay, as Genentechers call their company, keeps its magic -- for one more meeting, at least.
---------------------------
work that really matters --> 這真的是夢寐以求的工作啊~
devote 20% to pet project --> google 因此而發展了許多有趣的 projects. 
================================================
100 best companies to work for
http://money.cnn.com/magazines/fortune/bestcompanies/full_list/
來看一下這些公司有什麼驚人之處可以上榜:
Goldman Sachs
Headquarters: New York, NY
Industry: Securities
Large Companies Rank: 6
An unusually extensive onsite medical center provides consults and case management for employees and their families.  
---> 公司就有 onsite 的完善醫療照護給員工跟員工家屬 (小孩生病就帶著去上班吧!!)
Amgen
Headquarters: Thousand Oaks, CA
Industry: Pharmaceuticals
Large Companies Rank: 10
The biotech leader keeps employees onboard with generous benefits: a 90% company contribution toward health-insurance premiums, an automatic 5% 401(k) company contribution with a 5% match, plus 16 paid holidays. 
--->美國最貴的東西公司都幫你出了啦 (90% 醫療保險, 5% 退休保險 etc.)

American Express
Headquarters: New York, NY
Industry: Diversified Financials
Large Companies Rank: 9
Have a problem? An AmEx ombudsperson office was set up to handle confidential complaints. If you have worked 12 to 24 months in one position, you can apply to rotate to a different job - or to a different country. 
--->傾聽員工抱怨的良好制度, 同一個位置厭煩了可以請調另一職務或另一國家.
Four Seasons
Headquarters: Toronto, OT
Industry: Hotels, Casinos, Resorts
Large Companies Rank: 7
Employees get a chance to walk in customers' shoes at this luxe hotel chain. Any worker (and the immediate family) can stay free at any location in the world (subject to availability and seniority); meals are discounted 50%.
---> 員工全世界免費住, 餐飲打五折 (哇~~ 我心中的第一名)
Genzyme
Headquarters: Cambridge, MA
Industry: Pharmaceuticals
Midsized Companies Rank: 22
Environmentalism hits home at this biotech firm, whose headquarters recently moved into a new "green" building that uses far less water and electricity and has a top-floor cafeteria with sweeping views of Boston. 
---> 公司厲行環保制度, 辦公室環境優視野佳.
Yahoo
Headquarters: Sunnyvale, CA
Industry: E-Companies
Midsized Companies Rank: 28
The dot-com spirit lives at the Internet portal, which makes its debut on our list. Onsite amenities include massage, haircuts, dentistry, car wash, oil change, foosball, bocce, free lattes, and stock options for all. 
---> 基本上免費咖啡或食物已經沒有什麼了不起了, 可是還有免費按摩, 剪頭髮, 洗車, 換油等等, 也未免太爆笑了 ^_______^
Hot Topic
Headquarters: City of Industry, CA
Industry: Specialty Retailers
Midsized Companies Rank: 23
Employees express themselves at this music-inspired clothing retailer. Workers love wearing what they want (including tattoos and nose piercings) and saying what they want. Nearly 80% of the workforce is under 25. 
---> 上班隨你穿, 刺青耳洞都沒關係.

 

 

#!/bin/bash
#Program: Top 10 Best Jobs in United States
#History: Nov 22, 2006 rusin first release PATH=/bin:/sbin:/usr/bin:/usr/sbin:/usr/local/bin:/usr/local/sbin:~/bin export PATH
http://bostonworks.boston.com/galleries/best_jobs/
MONEY Magazine and Salary.com have unveiled an exclusive list of the 50 Best Jobs in America, by analyzing government and private data on industry growth and compensation levels. They also surveyed 26,000 workers about their job satisfaction, and graded careers based on factors such as stress level, flexibility, creativity and ease of entry into and advancement within the field. Here are the top 10 jobs.
10. Psychologist
Job growth: 19.14%
Base pay: The median expected salary for a typical Psychologist in the United States is $75,892
9. Pharmacist
Job growth: 24.57%
Base pay: The median expected salary for a typical Pharmacist in the United States is $98,777.
8. Real estate appraiser
Job growth: 22.78%
Base pay: The median expected salary for a typical Collateral Appraiser II in the United States is $82,437.
7. Computer / IT Analyst
Job growth: 36.1%
Base pay: The median expected salary for a typical Network Operations Director in the United States is $130,983. 
6. Market research analyst
Job growth: 20.19%
Base pay: The median expected salary for a typical E-Commerce Marketing Director in the United States is $134,932.
5. Physician's assistant
Job growth: 49.65%
Base pay: The median expected salary for a typical Physician Assistant - Medical in the United States is $77,395.
4. Human resources manager
Job growth: 23.47%
Base pay: The median expected salary for a typical Human Resources Director in the United States is $140,996.
3. Financial advisor
Job growth: 25.92%
Base pay: The median expected salary for a typical Portfolio Manager in the United States is $100,859.
2. College professor
Job growth: 31.39%
Base pay: The median expected salary for a typical Dean of Medicine - Higher Ed. in the United States is $351,542.