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Neuberger Berman

Neuberger Berman employee volunteers spent an afternoon cleaning and beautifying a Brooklyn playground as part of Teach for America.

New headquarters more than just a place to work thanks to a management that listens to employees

First place, managers with 1,000 or more employees

There's nothing more invigorating than a fresh environment.

“Our new headquarters is a space entirely shaped by feedback from employees - the location, design, amenities - and is customized to fit the needs of our diverse teams,” says George Walker, chairman and CEO of New York-based Neuberger Berman, a multiasset manager with nearly 2,000 employees and $255 billion in assets under management.

One of those strategies was to place senior management right by the employee cafeteria “to provide management with the most contact to the most people as formally or informally as possible. And over the last 12 months, we have listened to and read thousands of employee responses to our polls and surveys on a range of issues.”

Employees value those efforts.

“The organization provides incredible benefits for its employees while also cultivating a team-centric environment that allows everyone to create subcultures within their divisions,” said one employee. “The freedom to be creative in the role while maintaining the same goals is what I consider a large facet of success for my division.”

“Excellent senior management. Dynamism without seeming whimsical,” extolled another employee. “My co-workers are, generally speaking, good people who care about doing the right thing. And there is a legitimate "clients first' culture that makes me proud to be associated with the broader organization.”

Moreover, Neuberger Berman, which is making its fourth appearance on Pensions & Investments' Best Places to Work in Money Management survey, contributes 15% of employee salaries (capped at $34,500) into their 401(k)s and offers guidance on overall financial wellness.

“We have a strong service culture,” said Mr. Walker, “and we're here to make our colleagues better and allow them to achieve. If we do the right thing for employees, and help them understand what it means to be a client, we'll innovate faster and be more responsive for our own clients.” 

This article originally appeared in the December 12, 2016 print issue as, "Neuberger Berman".