The Brink’s Company (NYSE: BCO) is a security and protection company headquartered in Richmond, Virginia, United States. Its core business is Brink’s, Incorporated; it spun off its Brink’s Home Security operations into a separate company (Broadview Security) in 2008. In 2005, the company reported a total of 54,000 employees and operations in more than 50 countries. The company emerged from The Pittston Company and changed its name to The Brink’s Company in 2003.
Brink’s is popularly known for its bullet-resistant armored trucks which are used to carry money and valuable goods (once used to transport the Hope Diamond from an auction to the buyer's home). Brink’s is a provider of security services to banks, retailers, governments, mints and jewelers. Founded in 1859 by Perry Brink of Chicago, Illinois, Brink’s Incorporated evolved from an armored transportation service to one of the main providers of logistics solutions[clarification needed]and secure transportation in the world. About three quarters (72% in the third quarter of 2010) of Brink's revenue comes from business outside of North America.[1]
Brink's recently sold one of its core operations, BAX Global, a logistics and transportation solutions company. BAX Global was formerly known as Burlington Air Express. On January 31, 2006, Brink's sold BAX Global to Deutsche Bahn for US$1.1 billion.
Retention
Compensation and Benefits
Brink's, Incorporated is committed to providing a compensation package that includes base compensation, variable compensation and benefits. We are proud of our comprehensive compensation program and review it regularly to ensure it reflects the diverse and changing needs of our employees.
Base Salaries - Our base salaries are competitive; we attract and retain the best by paying employees what they're worth.
Variable Compensation - In addition to base salaries, Brink's provides variable compensation programs that reward employees for their contribution towards the company's success.
Benefits - We offer a progressive benefits program designed to help employees make the most of their experience with Brink's. Benefits vary by location and may include:
Medical
Dental
Vision
Life insurance for employees and dependents
Flexible Spending Accounts
Disability Income Protection
Accidental Death and Dismemberment Insurance
401(k) Plan
Profit Sharing
Vacation, Holidays
Tuition Assistance
Relocation Assistance
Referral Bonus Program
Matching Gifts Program
College Scholarships
Product Discounts
Preferred Auto/Homeowners Insurance
Employee Assistance Program
Credit Union
Service Awards Program
Career Opportunities
Founded 1859, Brink's, Incorporated is the premier provider of secure transportation and logistics solutions around the world. Today, we're still growing and our business is constantly evolving, creating new approaches to customer solutions-and new job opportunities in a wide range of fields.
View Current Career Opportunities
At Brink's, we offer competitive compensation, excellent benefits and outstanding career development opportunities for:
Students
If you are pursuing an undergraduate or graduate degree, Brink's offers internships, paid training and career development opportunities to improve essential leadership skills.
Entry-level staff
Candidates 18 years of age or older (21 or older for various driver, guard, messenger and related positions), can pursue jobs in a variety of functions including armored transportation, branch operations, administrative/clerical and facilities/maintenance.
Professional and managerial employees
Candidates with a demonstrated record of achievement and who meet the requirements of our positions will find exciting careers in professional, technical, sales, and managerial positions.
It wasn't too long ago that MicroStrategy was a high-flying company. The Vienna, Virginia-based outfit, a 10-year-old producer of information systems that enable businesses to fine-tune their decision-making, had healthy profits and a market capitalization of $25 billion. But the company's innovative software products were only part of its success. MicroStrategy was famed for recruiting the best and the brightest for its 2,000-plus workforce, and it spared no expense to lure top talent. It spent $5 million each year to conduct team-building exercises on a cruise ship in the Caribbean, and threw another annual bash for which it flew its employees' friends and family into Washington, D.C., for a dinner and comedy concert by Dana Carvey.
"We had all these beautiful retention programs," Vince Gabriele, MicroStrategy's director of staffing, recalls wistfully. 'Then we had to cut them."
In March, MicroStrategy suddenly found itself in a crisis. The company disclosed that because of accounting problems, it would have to restate earnings for the previous several years. In a single day, the company lost 66 percent of its market value, and over several months its stock plunged from the vicinity of $300 per share down to below $30. For the first time, the company was forced to rescind job offers to new hires and to lay off 10 percent of its workforce. The laid-off workers, for the most part, didn't have that tough a time; the company gave them a generous severance package that included S 10,000 worth of MicroStrategy stock from founder and chief executive Michael Saylor's own holdings, and many were quickly snapped up by recruiters for other high-tech companies. As MicroStrategy scrambled to come up with interim financing and to rebuild its credibility with investors, the company had to confront yet another problem. How would it keep from losing its remaining employees, the hard-to-replace techn ical, sales, and managerial talent that the company would need to reverse its fortunes?
Unfortunately, MicroStrategy's dilemma is one that troubled companies increasingly face. Businesses left staggering from a serious body blow--whether it's a plunging stock price, a high-level corporate scandal, or the loss of major clients--now have to worry about a second blow that could finish them off. Just when they're at their most desperate, they often must contend with the prospect of mass departures of employees, whose skills and energy are essential to the company's survival.
A talent exodus can be crippling to a troubled company, and that doesn't apply just to dot-coms. Retailers, for example, have been plagued by the problem for years. When Federated Department Stores, the then-parent of Bloomingdale's and other store chains, found itself in financial trouble in the early 1990s, it lost 25 percent of its workforce in the company's Gold Circle division alone. When that part of the company was put up for sale, the loss of human assets reportedly reduced the division's price by $100 million. After troubled retailer Montgomery Ward filed for Chapter ii in 1997, for example, nearly 30 percent of its managers and virtually its entire sales staff resigned.
"When a company's financial fortunes suffer, management used to think, 'We'll keep the best people, and lay everyone else oft"' explains Bruce Tulgan of Rainmaker Thinking, a Connecticut-based consulting firm. "But in today's fluid, free-agent employment marketplace, they no longer get to do that. Instead, when things get rough, management has to worry about losing the best people, who are likely to say, 'Thanks, but I can sell my skills to someone else.' When they start fleeing, what is a short-term financial crisis can evolve into a long-term downturn."
When a company is on the brink of disaster, retention isn't an easy problem to solve. A corporate crisis can serve to expose--and exacerbate--weaknesses in the retention policies that a company has followed during good times. Simply trying to fix those problems in a hurry won't do the trick. Beyond that, some retention tactics that work in good times--such as the liberal granting of stock options--may not only fail but also actually put a company in even worse shape.
There is always hope. Companies can and do retain employees, even in the worst of times. But as top consultants explain, a company on the brink usually needs a bold, aggressive new strategy for keeping its talent base intact. It means establishing new lines of communication with employees, and communicating with a directness and candor that some top managers may find a bit uncomfortable. And it may mean trying new, unconventional compensation schemes that not only cajole staffers to stay but also give them more responsibility-- and a greater reward--for the company's short-term performance.
Companies in trouble often resort to buying employees' loyalty. In a 1998 study, Right Management Consultants looked at 829 US. and Canadian companies going through cutbacks, acquisitions, and other difficult situations. Right found that almost half of the companies enticed essential employees into staying with financial incentives. The bonuses typically ranged from 26 percent of base pay for supervisory and technical staff to 47 percent for executives. In better than 9 out of 10 instances, the bonuses were in cash. In return, 59 percent of the companies required employees to sign agreements to stay for a specific time period.
Brink’s is popularly known for its bullet-resistant armored trucks which are used to carry money and valuable goods (once used to transport the Hope Diamond from an auction to the buyer's home). Brink’s is a provider of security services to banks, retailers, governments, mints and jewelers. Founded in 1859 by Perry Brink of Chicago, Illinois, Brink’s Incorporated evolved from an armored transportation service to one of the main providers of logistics solutions[clarification needed]and secure transportation in the world. About three quarters (72% in the third quarter of 2010) of Brink's revenue comes from business outside of North America.[1]
Brink's recently sold one of its core operations, BAX Global, a logistics and transportation solutions company. BAX Global was formerly known as Burlington Air Express. On January 31, 2006, Brink's sold BAX Global to Deutsche Bahn for US$1.1 billion.
Retention
Compensation and Benefits
Brink's, Incorporated is committed to providing a compensation package that includes base compensation, variable compensation and benefits. We are proud of our comprehensive compensation program and review it regularly to ensure it reflects the diverse and changing needs of our employees.
Base Salaries - Our base salaries are competitive; we attract and retain the best by paying employees what they're worth.
Variable Compensation - In addition to base salaries, Brink's provides variable compensation programs that reward employees for their contribution towards the company's success.
Benefits - We offer a progressive benefits program designed to help employees make the most of their experience with Brink's. Benefits vary by location and may include:
Medical
Dental
Vision
Life insurance for employees and dependents
Flexible Spending Accounts
Disability Income Protection
Accidental Death and Dismemberment Insurance
401(k) Plan
Profit Sharing
Vacation, Holidays
Tuition Assistance
Relocation Assistance
Referral Bonus Program
Matching Gifts Program
College Scholarships
Product Discounts
Preferred Auto/Homeowners Insurance
Employee Assistance Program
Credit Union
Service Awards Program
Career Opportunities
Founded 1859, Brink's, Incorporated is the premier provider of secure transportation and logistics solutions around the world. Today, we're still growing and our business is constantly evolving, creating new approaches to customer solutions-and new job opportunities in a wide range of fields.
View Current Career Opportunities
At Brink's, we offer competitive compensation, excellent benefits and outstanding career development opportunities for:
Students
If you are pursuing an undergraduate or graduate degree, Brink's offers internships, paid training and career development opportunities to improve essential leadership skills.
Entry-level staff
Candidates 18 years of age or older (21 or older for various driver, guard, messenger and related positions), can pursue jobs in a variety of functions including armored transportation, branch operations, administrative/clerical and facilities/maintenance.
Professional and managerial employees
Candidates with a demonstrated record of achievement and who meet the requirements of our positions will find exciting careers in professional, technical, sales, and managerial positions.
It wasn't too long ago that MicroStrategy was a high-flying company. The Vienna, Virginia-based outfit, a 10-year-old producer of information systems that enable businesses to fine-tune their decision-making, had healthy profits and a market capitalization of $25 billion. But the company's innovative software products were only part of its success. MicroStrategy was famed for recruiting the best and the brightest for its 2,000-plus workforce, and it spared no expense to lure top talent. It spent $5 million each year to conduct team-building exercises on a cruise ship in the Caribbean, and threw another annual bash for which it flew its employees' friends and family into Washington, D.C., for a dinner and comedy concert by Dana Carvey.
"We had all these beautiful retention programs," Vince Gabriele, MicroStrategy's director of staffing, recalls wistfully. 'Then we had to cut them."
In March, MicroStrategy suddenly found itself in a crisis. The company disclosed that because of accounting problems, it would have to restate earnings for the previous several years. In a single day, the company lost 66 percent of its market value, and over several months its stock plunged from the vicinity of $300 per share down to below $30. For the first time, the company was forced to rescind job offers to new hires and to lay off 10 percent of its workforce. The laid-off workers, for the most part, didn't have that tough a time; the company gave them a generous severance package that included S 10,000 worth of MicroStrategy stock from founder and chief executive Michael Saylor's own holdings, and many were quickly snapped up by recruiters for other high-tech companies. As MicroStrategy scrambled to come up with interim financing and to rebuild its credibility with investors, the company had to confront yet another problem. How would it keep from losing its remaining employees, the hard-to-replace techn ical, sales, and managerial talent that the company would need to reverse its fortunes?
Unfortunately, MicroStrategy's dilemma is one that troubled companies increasingly face. Businesses left staggering from a serious body blow--whether it's a plunging stock price, a high-level corporate scandal, or the loss of major clients--now have to worry about a second blow that could finish them off. Just when they're at their most desperate, they often must contend with the prospect of mass departures of employees, whose skills and energy are essential to the company's survival.
A talent exodus can be crippling to a troubled company, and that doesn't apply just to dot-coms. Retailers, for example, have been plagued by the problem for years. When Federated Department Stores, the then-parent of Bloomingdale's and other store chains, found itself in financial trouble in the early 1990s, it lost 25 percent of its workforce in the company's Gold Circle division alone. When that part of the company was put up for sale, the loss of human assets reportedly reduced the division's price by $100 million. After troubled retailer Montgomery Ward filed for Chapter ii in 1997, for example, nearly 30 percent of its managers and virtually its entire sales staff resigned.
"When a company's financial fortunes suffer, management used to think, 'We'll keep the best people, and lay everyone else oft"' explains Bruce Tulgan of Rainmaker Thinking, a Connecticut-based consulting firm. "But in today's fluid, free-agent employment marketplace, they no longer get to do that. Instead, when things get rough, management has to worry about losing the best people, who are likely to say, 'Thanks, but I can sell my skills to someone else.' When they start fleeing, what is a short-term financial crisis can evolve into a long-term downturn."
When a company is on the brink of disaster, retention isn't an easy problem to solve. A corporate crisis can serve to expose--and exacerbate--weaknesses in the retention policies that a company has followed during good times. Simply trying to fix those problems in a hurry won't do the trick. Beyond that, some retention tactics that work in good times--such as the liberal granting of stock options--may not only fail but also actually put a company in even worse shape.
There is always hope. Companies can and do retain employees, even in the worst of times. But as top consultants explain, a company on the brink usually needs a bold, aggressive new strategy for keeping its talent base intact. It means establishing new lines of communication with employees, and communicating with a directness and candor that some top managers may find a bit uncomfortable. And it may mean trying new, unconventional compensation schemes that not only cajole staffers to stay but also give them more responsibility-- and a greater reward--for the company's short-term performance.
Companies in trouble often resort to buying employees' loyalty. In a 1998 study, Right Management Consultants looked at 829 US. and Canadian companies going through cutbacks, acquisitions, and other difficult situations. Right found that almost half of the companies enticed essential employees into staying with financial incentives. The bonuses typically ranged from 26 percent of base pay for supervisory and technical staff to 47 percent for executives. In better than 9 out of 10 instances, the bonuses were in cash. In return, 59 percent of the companies required employees to sign agreements to stay for a specific time period.
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