Universum+2022全球最有吸引力雇主

World’s

M

ostAtt

ra

cti

veEmployers202

2Research

from

Universumreveals

theaspirationsofuniversitygraduates

astheyentertheglobalworkforce

—andhowagrowingmismatchbetweenstudentexpectationsandeconomicheadwindsmay

require

re-evaluationonbothsidesoftheemploymentdeal.1

Key

Findings32

StudyMethodology6CONTENTS3

Re-evaluatingtheEmploymentDeal4

TheCase

for

Stronger

Performance

Orientation5

Targeting

CriticalTalent

andLocal

Differences11131721World’s

Most

Attractive

EmployersRankings6Each

year,

Universum

su

r

veys

ove

ronemillioncareer

seekers

globally.Thestudy

asks:

Which

employersdostudents

holdinhighest

regard?Andwhatfactors

most

in?uencethat

decision?3Ke

yFindingsKe

yFindingsItmaybetime

to

Young

peopleare

Thedemandforre-evaluate

thehighlyfocused

on

work-life

balanceemploymentdeal.

compensation.and?exible

workingGiven

record

talent

shortages

in

mostmarkets,

hiring

has

been

very

candidate-driven

over

the

last

12

months

(with

higherexpectations

for

pay,

bene?ts,

and

quality

oflife

among

young

talent).

Now

most

regionsface

signi?cant

economic

headwinds

andemployers

are

pulling

back

on

hiring.

Willcompanies

regain

more

control

in

theemployer-employee

relationship?

At

thevery

least,

it

may

be

time

for

employersto

re-evaluate

the

“give

and

get”

deal

atthe

heart

of

their

companies’

EmployerValue

Propositions

(EVPs)

and

recruitmentmarketing.Across

business,

engineering,

and

IT

accelerates.student

groups

surveyed

by

Universum,young

people

put

a

major

emphasison

compensation

when

choosing

theirideal

employers.

“Competitive

salaries”and

“high

future

earnings”

make

up

twoof

students’

top-three

priorities,

andboth

were

among

the

fastest-growingpriorities

across

all

variables.

Giventhe

friction

between

high

in?ation

andcooling

economic

growth,

employerswill

need

to

rethink

starting

salaries

forrecent

graduates,

balancing

students’high

expectations

against

protecting

thebottomline.From

a

list

of

40

attributes,

“work-lifebalance”

rose

6

places

to

rank

as

#8

mostimportant

in

2022,

and

“?exible

workingconditions”

rose

7

places,

landing

at

#10.This

rise

was

particularly

evident

amongengineering

and

IT

students.

The

keyquestion:

Can

employers

deliver

on

thequality-of-life

bene?ts

young

people

havecome

to

expect,

even

while

there

is

growingpressure

to

domore

withless?5KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationKe

yFindingsStudents’

performanceStudent

career

preferences

areexpectations

fall

short

of

what

increasingly

polarized.mayberequired.This

year,

two

career

pro?les

—

“Balance-Seekers”

and

“Go-Getters,”

which

are

opposite

extremes

of

the

high-performance

mindset

—are

both

growing

in

size

(see

page

10

for

a

more

detailed

descriptionof

Universum’s

?ve

major

talent

personas).

Should

companiescontinue

to

stress

the

inclusive,

“come

as

you

are,

do

what

you

love”positioning

(i.e.,

Balance-Seekers)

to

win

new

talent,

or

switch

to

amore

realistic

performance-driven

positioning

given

the

economicdownturn?When

asked

to

rank

their

top

priorities

in

a

future

employer,

youngpeople

were

signi?cantly

less

likely

to

choose

“challenging

work”in

2022.

This

attribute

registered

the

largest

one-year

drop

ofany

priority

in

2022

—

and

may

be

yet

another

sign

of

a

growingmismatch

between

student

expectations

and

the

demandingeconomic

environment

most

companies

will

need

to

navigate

inthecomingyear.6KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationKe

yFindingsTop-ranked

companies

aremost

associated

with

highperformance.It’s

importantto

balanceglobalpositioning

with

localmessaging.Among

the

top

10

ranked

employers

within

the

three

key

targetgroups

covered

in

our

study

(business,

engineering,

and

ITstudents):

“high

performance,”

“recruiting

the

best

talent,”

and“challenging

work”

stood

out

as

leading

differentiators

comparedwith

the

rest

of

the

WMAE.

In

other

words,

students

express

ahigh

level

of

preference

for

employers

known

to

be

performance-oriented.While

the

above

?ndings

have

implications

for

companies’overall

employer

brand

positioning,

it’s

still

critical

to

understandattraction

drivers

at

the

local

level.

The

relative

importance

of

keyattributes

varies

signi?cantly

by

country

and

target

group.

Forexample,

among

IT

students,

?exible

working

conditions

rank

asa

#4

priority

in

the

US,

but

#28

in

China.

Global

companies

mustweigh

these

differences

and

?ex

their

EVPs

and

recruitmentmessagingto

matchlocalpreferences.7KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

Orientation“We

expect

that

2023

willbeayear

ofrebalancing.Over

the

past

12months,

whentalentdemand

outpaced

supply

in

many

regions,employers

in?ated

theiremployment

promises

toattract

young

people.

Given

the

likely

reductioninhiringandincreased

pressure

oncompanyresources

inthe

coming

year,

we

expect

areturnto

more

balanced

employment

deals,

wherewhatyou

‘get’

as

anemployee

is

more

evenlybalanced

against

whatyou’re

expected

to

‘give’.“MatsR?jdmark,

Chief

Executive

Of?cer,

Universum8WMAEStudyMethodologyStudentBackgroundsWMAE2022Engineering(69,

817

)8Business(89,

189)Universum

surveyed

185,067

business,

engineering,

and

IT

students

across

nine

ofthe

world’s

largest

economies.

The

study

was

conducted

from

September

2021

toMay

2022.

The

students

were

asked:

(a)

which

employer

characteristics

are

mostin?uential

as

they

consider

future

employment,

and

(b)

which

employer

brands

theymost

admire.

To

be

considered,

companies

must

rank

in

the

top

90%

among

themostattractiveemployersinatleast4ofthe9countries.8IT(26,061)Across

these

student

groups,

Universum

also

identi?es

?ve

major

attitudinal

“careertypes.”

These

groupings,

shown

on

the

following

page,

provide

a

valuable

indicationofthediversityofattitudesandpreferences

thatexistwithinthisGenZpopulation.ResearchRegionsWMAE20229KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationUniversumCareer

TypesGo-GettersGlobe-Trotters

Ground-Breakers

Change-Makers

Balance-SeekersHaveastrongHaveacosmopolitanHaveastrongHaveastrongHaveastrong

work-life

balanceorientation.Theygenerallyseekwell-established,small-tomedium-sizedorganizationswithafriendly,

family

feel,providingadecentsalaryandthe?exibilityfor

peopleto

balancetheirresponsibilitiesatworkwiththeirwiderinterests

andresponsibilitiesoutsideofwork.performanceorientation.outlook,seekingto

broadentheirhorizonsinamultinationalcompanythatwillprovideopportunitiesto

travel

abroadandinteract

withadiverseinternationalcommunityofcolleagues,clients,andcustomers.Theyseeconstantchangeasapositive,broadeningtheirexperienceandstimulatingtheirlearning.entrepreneurialorientation.They’d

ideallyprefer

topurposeorientation.They’realtruisticbynatureandseekorganizationsthatservethecommongood,through

publicserviceorsocialenterprise.They’re

strong

believersindiversity,

equity,

andinclusion,andfeel

mostengagedwhenthey’re

servingahigherpurposeorsimplyhelpingpeople.They’re

ambitiousachievers,hungryto

make

theirmarkinsuccessfulcompanieswithareputationfor

top

talent.They’recomfortabletakingonhighlevelsofresponsibilityandtoughchallenges.In

return

for

theirdedicatedeffort

andabilitytomake

thingshappen,Go-Gettersexpecthighlevelsofrecognitionandfast-track

career

progress.workwithinadynamic,team-oriented,start-upenvironment,withastrongfocus

oninnovation.They’relessinterested

inworkingforanestablishedplayer,

andmorefocusedonembracingthelatesttechnologiesto

create

newandexcitingproducts,andleaddevelopmentsintheirchosen?eld.10KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationRe-evaluatingthe

EmploymentDealTheglobaltalent

market

isat

a

critical

in?ectionpointEarly

indicators

suggest

companies

are

pulling

back

on

hiring

due

to

in?ation

and

softeningdemand.

PwC’s

annual

CEO

survey

found

50%

of

companies

are

planning

to

reduceheadcount.

And

in

October,

the

UK

Recruitment

and

Employment

Confederation

reported1hiringgrowth

wasthelowestseeninmore

thanayearandahalf.2Yet

top

executives

also

report

that

they

are

still

in

an

all-out

battle

for

speci?c

talent

groups.PwC’s

global

CEO

survey,

?elded

in

the

second

half

of

2022,

found

one

in

three

executivescite

“talent

acquisition

and

retention”

as

a

serious

risk

despite

a

reduction

in

overall

hiringexpectations.

In

a

list

of

15

critical

challenges

facing

companies

in

2022,

only

cyberattacksscored

higher.For

companies

slowing

down

hiring,

the

pause

presents

an

opportunity

to

rethink

theiremployerbranding

andrecruitmentstrategy

inthree

importantways:1.

EVP:

Is

your

overall

employer

brand

positioning

and

EVP

still

relevant

given

the

changingeconomic

environment?

Is

there

a

need

to

re-evaluate

the

“give

and

get”

expectation-settingattheheartoftheemploymentdeal?2.Critical

talent

strategy:

Are

you

clear

about

which

talent

groups

are

most

critical

to

yourcurrent

and

future

success,

particularly

those

for

which

there

is

a

limited

supply

and/or

ahighlevelofcompetition?“With

fears

of

a

recessionlooming,

workers

who

were

?ushwith

opportunities

are

beginningto

feel

the

anxieties

of

tightenedcorporate

budgets.”3“TheJobMarket

HasBeenLike

MusicalChairs.Will

theMusicStop?”TheNew

York

Times,

October

20223.Hiring

attractors

and

offer:

Are

you

in

a

strong

position

to

attract

critical

talent

groups?Are

you

in

tune

with

the

speci?c

needs

and

expectations

of

these

audiences,

and

preparedto

translate

theseinsightsintotargeted

recruitmentcampaigns?1PwC:“PwCPulseSurvey:Managingbusinessrisks,”

August2022./us/en/library/pulse-survey/managing-business-risks.html2Reuters:“UKrecruitersreportweakesthiringgrowthin19months,”

Oct.6,2022./markets/europe/uk-recruiters-report-weakest-hiring-growth-19-months-2022-10-07/3TheNewYork

Times:“TheJobMarketHasBeenLikeMusicalChairs.WilltheMusicStop?”O(jiān)ct.7,

2022./2022/10/07/business/job-market-tightening.html12KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationForcompanies

slowing

downtheir

hiring,the

pause

presentsanopportunityto

rethinktheir

employer

branding

andrecruitment

strategy.13Many

young

peoplea

re

insearch

of

highearningsandhighqualityof

life.Across

all

groups,

compensation

is

a

growing

priority.

Likewise,

over

the

last

three

years,work-life

balance

and

?exible

working

conditions

have

both

bounded

quickly

up

theattribute

preference

rankings

to

become

signi?cant

priorities.

Work-life

balance

rose

6ranking

positions

to

#8,

and

?exible

working

rose

7

places

to

#10.

In

some

countries

likeCanada,Germany,

andtheUS,quality-of-life

factors

rank

intheTo

p5.For

companies

navigating

hiring

slowdowns

and

cost-cutting

measures

in

2023,

can

theycontinueto

begenerouswithbothcompensationandquality-of-life

bene?ts?Early

signs

suggest

top

companies

in

the

WMAE

rankings

are

rolling

back

some

lifestyleperks.

Meta

recently

announced

to

employees

it

will

eliminate

most

laundry

and

drycleaning

services

and

cut

back

on

free

meals

in

the

company

dining

room.

The

New

YorkTimes

explains,

“The

changes

could

be

a

warning

shot

for

employees

at

other

companiesIsthis

pairingarealisticexpectation?tWhhateanrietcporempeasrintogstaol

ar

erytui

nrncrteoatshees,ohfo?wceevaeftre,

rcot

wncoeysesai

ornssowftihllebec

omrouncahvihr

ua

rsdpearntod

eemx

tirca.”ct.4A

US-based

study

from

Mercer

found

employers

are

planning

pay

increases

for

2023

—speci?cally,

an

average

merit

increase

of

3.8%

compared

to

the

3.4%

actually

deliveredAttributesGrowinginImportance(from2021to

2022)in

2022.

These

increases

are

unlikely

to

keep

pace

with

in?ation,

meaning

even

a

higher5rate

ofwagegrowth

maybreed

dissatisfactionamongemployees.Competitive

Salary

from#8

to

#3Work-life

BalanceFlexibleWorkingfrom#14

to

#8from#17

to

#104TheNewYork

Times:“Facebook’s

Parent

CompanyWillMakeEmployeesDoTheirOwnLaundry,”

March11,2022./2022/03/11/technology/facebook-meta-perks.html5Mercer:“MercercompensationdatarevealsUSemployersare

strugglingto

keepupwithemployeeexpectationswithhighin?ation,”Sept.30,2022.https://www.mercer.us/newsroom/mercer-compensation-data-reveals-us-employers-are-struggling-to-keep-up-with-employee-expectations-with-high-in?ation.html14KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationEmployers

M

ostAssociated

with

HighPa

y,

Flexibility,

andWork-Life

Balance.Despite

the

increased

focus

on

high

pay,

?exibility,

and

work-life

balance,

our

surveysuggests

it

is

rare

to

?nd

a

company

that

offers

all

of

these

—

with

the

exception

of

a

smallgroup

of

Big

Tech

?rms.

The

perception

that

Big

Tech

offers

both

high

pay

and

quality-of-life

bene?ts

is

no

doubt

one

of

the

reasons

they

continue

to

dominate

the

employerrankings

across

allstudentgroups.CompetitiveSalary1

GoldmanSachs2

UBSFlexibleWorking#70Work-Life

BalanceFlexibleWorkingCompetitiveSalaryWork-life

BalanceCompetitiveSalary#72#74#76#21

Google#11#13#21#18#23#82#16#34#57#431

Google#11#4#7

92

Facebook3

SAP2

Ericsson3

Volvo

Cars4

Nike3

Bain&Co#66#37#82#13#62#70#48#21#354

Ericsson#364

Microsoft5

Amazon6

Nike5

Morgan

Stanley6

BostonConsultingGroup7

JPMorgan

Chase&Company8

Exxon

Mobil#69#64#7

1#68#17#66#705

Facebook6

Texas

Instruments7

Mars#64#657

Apple#158

Accenture9

Oracle10

Bosch8

Toyota9

Credit

Suisse10

McKinsey#689

SAP#6210

Ford15KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationAre

young

people’sattitudes

aboutchallengingwork

fallingshor

tof

employers’expectations?When

asked

to

rank

their

top

priorities

in

a

future

employer,

young

people

were

less

likely

tochoose

challenging

work

in

2022;

that

factor

dropped

2.5

places

in

terms

of

relative

importance,the

largestone-yeardrop

in

2022.

This

general

trendwas

also

re?ectedin

the

increasingsizeof

Universum’s

Balance-Seeker

career

type

(i.e.,

students

who

are

looking

for

a

combinationofjobsecurityandwork-life

balancerather

thanchallenging,highperformancework).Itis

tempting

tosee

the

lower

emphasis

on

challenging

work

and/orhigh

performance

as

anextension

of

“quiet

quitting”

—

a

way

for

people

who

feel

undervalued

at

work

to

express

theirdissatisfaction

by

quitting

outright

or

pushing

back

on

unreasonable

employer

demands

bydoing

the

bareminimum.

A

Gallup

poll

published

in

September

2022

foundat

least

half

of

allU.S.

workers

are

quiet

quitting,

which

Gallup

de?nes

as

“not

engaged”

at

work,

or

“people

whodotheminimumrequired

andare

psychologicallydetachedfrom

theirjob.”6Some

employers

have

even

addressed

the

issue

head

on.

In

a

town

hall

meeting

with

Metaemployees,Zuckerberg

announced,“And

partofmy

hopebyraising

expectationsandhavingmore

aggressive

goals,

and

just

kind

of

turning

up

the

heat

a

little

bit,

is

that

I

think

some

of

youmight

just

say

that

this

place

isn’t

for

you.”

Sundar

Pichai

from

Google

made

a

similar

statement,warningemployeeswouldneedto

show“more

hungerthanwe’ve

shownonsunnierdays.”76Gallup:“IsQuietQuittingReal?”Sept.6,2022./workplace/398306/quiet-quitting-real.aspx79to5Google:“GoogleslowshiringasPichaicallsfor

consolidatinginvestments,moreproductivity,Aug.11,2022.https://9/2022/08/11/google-hiring-slow-down/16KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationBut

there

may

be

a

more

positive

interpretation

of

this

trend.

While

doubtlessly

some

tookadvantage

of

leniency

shown

during

the

pandemic,

for

most

young

talent,

the

shift

awayfrom

challenging

work

may

be

much

more

about

setting

clear

expectations

about

the

“whereand

when”

of

work.

Ariana

Huf?ngton,

founder

of

Thrive

Global,

explains,

“As

an

employer,

Ireally

love

when

people

in

interviews

say,

‘I

give

100%

when

I’m

working,

and

these

are

myboundaries.’

That’sverydifferent

from,

‘Idothebare

minimumto

getby.’”8Another

interesting

quali?cation

to

this

general

trend

away

from

“challenging

work”

is

thatour

research

indicates

that

the

career

types

at

both

ends

of

the

performance

orientationspectrum

—

Balance-Seekers

and

Go-Getters

—

are

growing

in

size.

This

is

good

news

forthose

employers

targeting

the

more

challenge-seeking,

results-oriented

Go-Getters

withinthegeneral

studentpopulation.Whether

students

are

looking

for

a

less

demanding

work

life

or

simply

a

healthy

work-life

balance,

the

reality

is

that

the

working

environment

is

likely

to

get

tougher,

with

fewerresources

and

higher

performance

expectations.

This

means

most

companies

will

needto

be

careful

about

positioning

themselves

solely

in

terms

of

what

potential

recruits

canexpect

to

“get”

from

their

employer,

and

instead

tip

the

balance

more

realistically

towardwhattheyare

expectedto

“give”

inreturn.8/posts/ariannahuf?ngton_joyfuljoining-work-culture-activity-6965397668625805312-wsOR/?utm_source=share&utm_medium=member_desktop17KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationThe

Casefor

StrongerPerformanceOrientationThecase

fo

r

stronger“performance”

positioningWhile

the

most

favored

pre-pandemic

positioning

among

leading

global

employers

waspurpose-led

performance

(“Making

an

Impact”),

in

the

last

two

years,

companies

have

puta

growing

emphasis

on

employee-centric,

“Be

You”

inclusivity.

Employers

should

of

coursecontinue

to

recruit

talent

with

an

eye

toward

diversity,

equity,

and

inclusion,

but

they

may

wantto

push

back

against

a

broader

movement

to

accept

all

attitudes,

mindsets

and

work

styles.Weathering

a

downturn

will

require

a

greater

number

of

ambitious,

performance-orientedstudents

who

are

up

for

a

challenge,

and

fewer

students

who

are

in?exible

about

the

time,place,andpaceofwork.Our

research

certainly

suggests

this

equation

works

for

the

top

10

most

attractive

employersidenti?ed

by

business,

engineering,

and

IT

students.

The

attributes

below

are

those

thatmost

differentiate

the

best

(Top

10

employers)

from

the

rest

—

and

the

most

attractiveamong

them

are

seen

as

performance-oriented,

future-focused,

and

offering

competitivepay

and

good

development

opportunities

(in

that

order,

with

high

performance

the

mostdifferentiatingattributecompared

withotherWMAE).HighperformancefocusRecruitingonly

thebesttalentGoodreference

for

a

futurecareerChallengingwork12345EmbracingnewtechnologiesInnovation67High

futureearningsCompetitive

base

salaryProfessionaltrainingand

developmentPrestige891019KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationEmployers

associated

withChallengingWorkEmployers

that

improved

most

in

the

WMAE

rankings

this

year

were

most

highly

associatedwith

challenging

work

—

likely

a

winning

formula

for

2023

as

well.

Fo

r

example,

amongthe

top

?ve

“risers”

among

business

students

(Sony,

P?zer,

Nike,

Mercedes

and

UBS),challengingworkwasthestrongestassociationcompared

to

otheremployers.BusinessEngineeringRank2022ITEmployerEmployerEmployerRank2022Rank2022Apple12Google12GoogleMicrosoftApple12GoogleMicrosoftMicrosoft3Apple33Amazon45BMW

GroupSiemens45AmazonIBM45L'OréalGroupDeloitte67Volkswagen

GroupDaimler/Mercedes-BenzGE-GeneralElectricIntel67Intel67JPMorgan

Chase&CompanyGoldmanSachsEY

(Ernst&

Young)KPMGSony89108910Oracle8910SamsungBMW

GroupAmazon20KeyStudyRe-evaluatingtheEmploymentDealTheCasefor

StrongerTargeting

CriticalTalentandLocalDifferencesWorld’s

MostAttractiveEmployersRankingsFindingsmethodologyPerformance

OrientationFlexibility:

Aquality-of-life

indicator

and

a

driverof

highperformanceAs

we

saw

on

page

15

[employers

most

associated

with

?exibility,

work-life

balance],

companieslike

Google,

Apple,

Microsoft,

and

Amazon

continue

to

dominate

the

top

end

of

our

studentrankings

because

they

combine

an

entrepreneurial/high

performance

positioning

with

anequallystrong

associationwith?exibleworking.It’s

important

to

note

that

the

emphasis

on

?exible

working

does

not

consistently

extendto

work-life

balance,

with

the

exception

of

Google.

This

suggests

that

?exible

working

canplay

both

ways

by

enhancing

work-life

balance

and

productivity.

Recent

messaging

fromtop

techcompaniesbearsthisout:?

Google

CEO

Sundar

Pichai:

“The

future

of

work

is

?exible.

Empowering

people

with?exibility

will

bring

out

the

best

in

them,

personally

and

professionally.”

(Note

theemphasison“bringingoutthebest.”)?

Twitter

CEO,

Parag

Agrawal,

to

employees:

“Wherever

you

feel

most

productiveand

creative

is

where

you

will

work,

and

that

includes

working

from

home

full

timeforever.”?

Microsoft’s

career

site:

“At

Microsoft,

we

value

and

support

?exibility

as

part

of

ourhybrid

workplace

where

every

employee

can

do

their

best

work

by