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Employees and Workplace

GLOBAL EXPANSION

EMC serves customers in more than 100 countries. We believe it is important for us to be in close proximity to customers in growing markets. As new pools of talent blossom around the world, we are on a journey to find the best minds.

CENTERS OF EXCELLENCE

EMC® Centers of Excellence (COEs) are the foundation of our strategy for cultivating talent and expanding our presence in key markets around the globe. We operate COEs in seven countries: China, Egypt, India, Ireland, Israel, Russia, and the U.S. In addition to supporting in-country market growth, our COE model drives operational, financial, and project efficiency by leveraging local talent and sharing best practices. COEs coordinate initiatives with local university programs, government representatives, and community partners for maximum impact. In addition, each of our COE locations plays an important role in contributing to EMC’s vision for sustainability. In 2012, the Egypt, India, Ireland, Israel, and Russia COEs each published internal reports describing their sustainability achievements and initiatives.

Each COE leverages specific expertise and skills in their countries to advance our global business strategy. In conjunction with EMC business units, the COEs are responsible for the development of many products across EMC’s broad software and hardware offerings, and for providing global services support to EMC customers. Executives in the U.S. oversee, direct, and manage all development work performed at the COEs. Additionally, the COEs provide back office processing activities for internal operations.

The COEs have been designed to provide EMC business units with world-class talent, infrastructure, and management to deliver to the needs of EMC’s customers. EMC business units are, in essence, internal customers of the COEs. Each COE is managed locally and a cross-functional board consisting of EMC’s senior executives oversees strategy and investment decisions. One unique advantage of our COE model is that employees from different business units have more opportunities for collaborative innovation. For example, in 2012, the Israel COE hosted EMC’s worldwide Innovation Showcase , which featured a high percentage of submissions from our COEs. The first place entry was developed by a team from the China COE.

Our COEs work closely with University Relations, the Academic Alliance, Corporate Training, and the Innovation Network on local recruiting strategies. Although many technology companies are seeking to hire top talent in our COE locations, we have kept attrition rates below the market average by focused efforts on employee retention including benefits, work environment, career development, and compensation.

EMC Centers of Excellence: 2012 Snapshots

India COE co-hosted a roundtable discussion in Bangalore for a visiting Congressional delegation from the U.S. House of Representatives. An EMC executive participated in the event, which was organized by the India Chamber of Commerce.

Russia COE hosted the Academic Alliance Forum Russia 2012, which brought together more than 60 university and business representatives from Russia, the Commonwealth of Independent States countries, Finland, and the U.S. for a five-day event.

Egypt COE continued its partnership with INJAZ, an NGO that seeks to inspire and prepare young students to become productive members of society and succeed in the global economy. EMC employees volunteer weekly as mentors to middle school and university students through the partnership.

China COE staff sponsored a Job Shadow Day in Shanghai to give students an insider view of the workplace at EMC. Additionally, China COE hosted a Junior Achievement volunteer day and invited 45 graduate students from North China Electric Power University to participate.

Israel COE volunteered at the Spivak Sports Center for the Disabled on behalf of the Israel Boccia Association. Boccia is a sport similar to bowling for individuals who are confined to a wheelchair due to severe disability.

Ireland COE employees participated in the 2012 VEX Robotics competition at the Discovery Science Festival at Cork's City Hall. VEX robotics promotes interest in science, technology, engineering, and math and engages more than 50,000 students annually around the world. EMC is the primary sponsor.

MANAGING CHANGE

The world of information technology (IT) is evolving rapidly, requiring EMC to be adaptive and flexible as companies, technologies, and markets change. Though industry consolidation, acquisitions, and restructuring have become common in the 21st century, we work hard to make transitions as smooth as possible for employees in order to retain top talent and preserve relationships.

Retaining top talent is one of the primary goals following any merger or acquisition. Early in the process, we create an assimilation plan to balance integration into EMC while maintaining important aspects of the acquired company’s culture.

In the course of conducting normal business operations, EMC is occasionally required to reduce headcount in certain areas of the business, reallocate investments, de-emphasize less productive initiatives, and focus new investments in areas of opportunity. Any of these actions can result in valued employees leaving our business involuntarily. EMC takes these actions only after thoughtful consideration and with an empathetic understanding of the impact our actions can have on the lives and careers of our team members. We also work to exhaust all options before making the difficult decision to reduce the size of our workforce.

When we are required to take the difficult action of severing employment, we work to redeploy to other growth areas of the business whenever possible. When we do have to make reductions, we offer global job search assistance provided by a third-party organization and paid for by EMC in addition to providing separation pay and benefits. In either case, our mission is to ensure that each individual is treated with dignity, compassion, fairness, and respect.

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