Engagement & Recognition
We believe that our employees feel most valued when they are fully informed, understand the company's business goals and plans, and are invited to offer their feedback on a regular basis.
Research shows that engaged employees are more productive and profitable as well as more customer-focused, safer, and more likely to stay with the company. At Campbell, we firmly believe that employee engagement is one of the most important indicators of our ability to drive performance improvement and win in the workplace. In fact, every employee who participates in our Performance Management process must include a specific objective around engagement.
In addition to improved business results, CEO Doug Conant attributes Campbell's culture revitalization over the past nine years to our continually improving employee engagement. Doug says, “We're performing at a higher level and are more innovative and more self-governed because our employees believe that each individual can make a difference to Campbell's success.” Campbell began measuring employee engagement formally through the Gallup survey in 2001, and is proud of the considerable progress we have made each year.
Based on these results, Campbell was recognized by Gallup in 2010 as one of the “Best Places to Work” in America for a fourth year in a row.
While we are proud of our high engagement levels, we recognize that our work is not done, and there are many opportunities for improvement. We are focusing on three key areas for employees: to help ensure that they know what is expected of them, to have the materials and equipment to do their jobs, and to have the opportunity to do their best every day.
Through team and department action planning, we are working to address issues that are critical to sustaining our high overall engagement. As part of the process, Campbell University provides a variety of tools and resources to help teams “go beyond the numbers” and create meaningful action plans around key factors that drive engagement.