Nielsen’s Approach to Employee Engagement

Note: A version of this article appears in our second Nielsen Global Responsibility Report, published in June 2018.

Nancy Phillips, Chief Human Resources Officer

Our purpose is to help our clients and the markets we serve to operate more efficiently. Our Human Resources (HR) team at Nielsen contributes to this purpose every day by empowering our people to help our business succeed.

We are committed to developing tomorrow’s leaders and fostering a culture that rewards performance and innovation, which means we are laser-focused on ensuring the strongest employee attraction and reward programs and creating an environment where employees are encouraged to take risks to develop and test new ideas. Our business was founded with this same enterprising spirit by Arthur C. Nielsen in 1923; today our associates carry that memory forward as they develop and bring to life new innovations that will deliver value for our clients, our investors and the communities where we live and work.

Every associate—in every department and at every level—plays a part in delivering what’s next, so it’s critical for each of us to be clear about the connection between our company’s mission and our own unique contributions. We are reminded how important this link is as we review the results from each of Nielsen’s ongoing Gallup employee engagement surveys, and we’re committed to doing everything we can to reinforce this mission for all associates. This is a key part of our renewed approach to employee engagement and to creating the best possible experience for our associates.

Our ongoing commitment to systematic employee engagement surveys is the first step in how we will continue to create a cultural change at Nielsen. It helps us measure progress across the individual, team and organizational levels. Our associates tell us that our culture is one where a commitment to quality is reflected across all aspects of our organization, and where everyone’s opinion matters. This is a sign that our founding principles of respect and reliability are still very much present today, and that trust and integrity continue to be guiding lights for Nielsen. Engagement levels have a strong cascading pattern, so we will continue to focus on engaging managers in order to create more engaged associates. We also know that we all have a role to play in creating a great work environment for everyone.

I’m energized every day by the way our HR team collaborates with our colleagues across Nielsen to deliver on our collective purpose by empowering every single associate to bring their absolute best every day.

Learn more about our approach with our people and our talent strategy in our second Global Responsibility Report.

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