We strive every day to engage our employees in a meaningful way, so that we may further instill our Purpose and Values into our global workforce. We know that top talent is attracted to companies that are recognized externally for being among the best or most admired in the world. What employees say, why they choose to stay and whether they choose to give their best at work is a unique formula that is part personal and part professional.
Today, we are building our corporate culture by giving GM employees five things they need, not only as employees, but also as unique individuals:
- To be valued and to do valuable work.
- To make their time count rather than to be counted.
- To know that their leaders know how much effort their work takes.
- To know what skills will keep them in critical roles or what roles are giving them critical skills.
- To be provided with the truth behind business decisions and strategy rather than protection from change.
Our objective is to create a workplace of choice built on dimensions that are consistently demonstrated by best-in-class companies: teamwork, fairness, trust, growth, commitment, recognition and impact.
Appropriately, we measure employee engagement through our Global Workplace of Choice Survey – a name that signals our recognition that employees have a choice about where they work. The 2016 employee engagement survey conducted in April continues to validate that employees perceive the internal culture at GM is improving. 2016 is the year GM expanded the scope to include its global hourly workforce. For the first time leaders and employees could view the survey results as a true enterprise and were excited to learn that as a whole, GM experienced a significant increase in engagement from its last survey in 2014. Employee perception of the company and pride in work is on the rise.
This survey process itself is one of continuous improvement. Given that GM surpassed the global employer average for engagement in 2014, our focus in 2015 was on how to close the gap between above average and best-in-class. We also decided to expand the survey to include our global hourly employees, who make up approximately two-thirds of our workforce and are closest to our products on a day-to-day basis. This expansion also is important symbolically as it signals that we are eliminating “silos” between our salaried and hourly populations – a criticism of GM in the past.
By deciding to include the hourly workforce in our engagement survey, we have taken on the logistical challenge of ensuring that every employee, regardless of location or role, can participate. For this reason, we elected to postpone the survey until the spring of 2016 to better allow our locations with large hourly populations to prepare. The survey timing also is in thoughtful consideration of global and world religious holidays.
This shift in our survey strategy demonstrates how we are working toward living our core value that “relationships matter,” by placing greater value on our employees’ input at all levels. We anticipate that gathering feedback that is more representative of our global workforce will provide critical insights to improve our business and workplace in the years ahead.