OUR PEOPLE AND WORKFORCE
As a large global company with a multi-generational workforce, we recognize that being engaged at work means different things to different people. We provide an environment and workplace that encourages every EMC employee to be their best each day.
Great workplaces operate from a foundation of trust. Gathering feedback across the five pillars of respect, credibility, fairness, pride, and camaraderie has proven vital in EMC’s ongoing journey. In 2014, we focused our efforts around the core themes of connecting, communicating, and giving back. We continue to utilize our most current MyVoice Survey results as a platform to drive change and evolution of our culture across the organization. For 2015, we will focus on three new themes described below, that we believe will strengthen and engage our workforce even more on our journey to becoming an even better place to work.
2014 was a remarkable milestone in the history of EMC, as we were recognized by the Great Place to Work (GPTW) Institute as the #18 global GPTW and a top 25 global GPTW. We want to thank the more than 40,000 EMC employees who contributed to this year’s MyVoice Survey, the primary source of input to this rating.
Voice of Our Employees
First introduced in 2013, EMC’s global MyVoice Survey is our primary way of understanding how employees think about EMC. The survey has proven to be an exceptional tool to help our leaders around the globe drive engagement with their local teams. It has been the catalyst of big changes within the company, as well as inspiration to achieve even greater things in coming years.
We continue to ask employees to take the MyVoice Survey on an annual basis to ensure that we maintain an accurate pulse on the culture and the increasing satisfaction of EMC employees around the world.
Spark the ConversationThe 2014 MyVoice Survey asked our employees if they had meaningful conversations with their managers regularly. GPTW analysis of these results showed a 0.72 correlation between employees who ranked that question a 4 or 5, and people believing that EMC is a Great Place to Work. This is a key priority of 2015 as we aim to share meaningful conversation regularly to build a community of employees on all levels and roles who are actively engaged across EMC and share a common dedication to communicating with one another.
Show We Care
Highlighting that EMC cares is a crucial component in retaining and attracting talent, as well as creating a collaborative workforce of people who feel valued. From taking the time to contribute to our communities, to using equipment and resources more sustainably, our goal is to fuel a culture where people care about their work, how it impacts others, and how it impacts the world.
Share our Vision and Purpose
EMC is not just a company that builds and provides storage equipment and solutions. We help cities in the developing world run more efficiently. We help researchers cure disease and doctors diagnose more quickly. We help secure financial transactions online for millions of people each day. EMC’s higher purpose touches on far more than providing technology, due solely to the hard work of our employees. In 2015, we are galvanizing a broader conversation amongst leaders and individual contributors alike to capture their perceptions of what it really means to work at EMC.
Our 2014 MyVoice Survey showed that we’re doing a lot of things right. Our employees believe that their feedback is heard. We do a good job of work/life balance and employees can take time off when needed. We have high levels of trust between leaders and employees.
We will continue to drive change in 2015 in a number of specific ways, tied to the themes described above.
CAPTION: EMC Recognized As Great Place To Work
Engaging Employees in Sustainability Initiatives at EMC
Employee engagement may be the most important factor in driving sustainability to all levels of EMC. Engaged employees are much more involved in their work, are more likely to innovate to make EMC a better environmental steward and contributor to society, and are more satisfied, productive, and loyal. By engaging employees, we are able to advance our sustainability practices and establish those behaviors as the company’s norm.
The Office of Sustainability (OOS) is primarily responsible for focusing on global activities related to Sustainability Employee Engagement. The OOS works closely with Human Resources when developing programs and planning the expansion of sustainability activities within the employee community. The OOS also provides guidance and encourages collaboration between teams that execute regionally. For example, we sponsor a Centers of Excellence (COE) Sustainability Summit quarterly to facilitate the sharing of sustainability best practices and collaboration among our global Centers of Excellence.
Engaged employees have a shared awareness of EMC’s commitment to sustainability throughout the workforce. When prompted with the statement, “EMC demonstrates a commitment to environmental and social responsibility,” on this year’s MyVoice Survey, GPTW analysis showed that 89 percent of employees rated this statement positively. This response shows a steady improvement year over year, indicating that employees are continually increasing their awareness of EMC’s sustainability initiatives. (See graph below)
We engage employees in sustainability initiatives throughout the year in several ways. Following are some of the most notable initiatives of 2014.
- EMC’s annual Innovation Roadmap encourages and recognizes the power of employee innovation to shape the future. Since launching the program in 2009, we have identified and implemented employee ideas focused on data center energy consumption, monitoring enterprise information technology’s (IT’s) carbon footprint, and sustainable packaging practices. In 2014, the OOS continued our support of innovation at EMC through sponsorship of the Environmental Stewardship challenge. The winner of the challenge was Michael Robillard, whose idea entitled “Efficiency Modeling Process” describes a new method to develop techniques for modeling product efficiency early in the development phase. To learn more about the innovation Roadmap, visit Culture of Innovation.
- EMC facilities across the world host annual family days and activities to celebrate and educate employees about environmental stewardship on Earth Day and World Environment Day. In 2014, several locations held events, including Franklin, Massachusetts; Apex, North Carolina; Cork, Ireland; and Bangalore, India.
- New sustainability-related benefits were launched, including a reduced cost for employee home solar panels. Several employees participated, and we are expanding the program in 2015.
- EMC’s sustainability priorities were highlighted through projects in our social sustainability platform, Sustineo. Employees can learn about our priorities, why these topics are important to EMC, and what steps they can take in their own lives both at work and at home. In 2014, we added 15 new projects to the platform, including several based upon the key sustainability factors of innovation, energy efficiency, the role of IT in society, information privacy and security, supply chain responsibility, and eWaste. We also ran an Intern Competition using Sustineo, in which EMC interns competed to collect points for sustainable actions and won prizes for participation.
- Inside EMC, EMC’s new intranet portal, was launched in 2014, within which we formed the “Sustainability at EMC” on-line community. This virtual space allows us to interact easily with employees from around the world.
- In 2014, EMC held its second EcoKids Art Competition, inviting the children of EMC employees to create their own artwork showing their concerns for the environment as well as ideas for how to conserve and protect it. This year, 183 children participated from 23 countries, with global winners chosen from 3 age ranges: 0-5 years old, 6-9 years old, and 10-14 years old.
EMC and our employees play an active role in the communities in which we operate around the world. By supporting education, health, human services, arts programs, and disaster relief efforts, we strengthen society and shape a better future for local communities. EMC’s efforts are helping employees expand their skills and build on their understanding of the importance of our communities to EMC’s business.
On this year’s MyVoice Survey in Europe, when given the statement “This organization participates in the solution of global problems, such as: pollution, hunger, human rights violations, curable diseases, etc.”, 95 percent of EMC employees selected positive responses, a five percent increase from 2013.
With this data in mind, we are focusing this year on encouraging employees to give to the causes they believe in and engage with the communities where they work and live. We launched a new initiative called EMC Gives Back, providing employees an opportunity to be more engaged in EMC’s philanthropic efforts and drawing the EMC community closer together. To learn more, visit Community Involvement.
Awards and Recognition
We foster our culture by rewarding and recognizing employees for their hard work. This includes rewarding innovative ideas through our annual Innovation Roadmap competition, driving the importance of customer service with our annual Total Customer Experience Excellence Awards, and celebrating employees who give back to communities outside of causes we support at the corporate level with our annual Community Service Awards.