Campbell Soup Employee Engagement Essay Example for Free

Campbell soup Employee Engagement EssayDouglas Conant, the CEO of Campbell Soup Co. discussed the importance of employee engagement and how Campbells strategy to pay aid to this metric paid off for their accompany. Conant took over in 2001 when Campbells was close to a takeover and its soup gross revenue had drastically declined amid fierce competition. Furthermore, some of its best employees had left the company rather than wait break the steadfastly times. Conant recognized that of all the elements related to corporate culture, employee engagement was the most highly correlated to shareholder re relinquishs. Therefore, to turn things around, Conant implemented the Campbell Promise of Campbell Valuing People, People Valuing Campbell with the strategy that To win in the market place, we believe you must eldest win in the workplace. Im obsessed with memory employee engagement front and center and keeping up energy around it. In 2002 Conant hired the help of Gallup, a pollin g and research firm, to better understand his companys engagement levels. Gallup found that 62% of Campbells managers were not actively intermeshed in their jobs and 12% were actively dis engaged.Those numbers were some of the worst for any Fortune 500 firm ever polled. By Gallup standards the ideal level of employee engagement is to have a ratio of 12 actively engaged employees for every disengaged employee. Campbells ratio was only 21 that is, only 2 actively engaged employees for every disengaged employee. Strategies to Motivate and Engage Employees Bring down barriers, literally Conant had barbed wire fencing outside from Campbells Camden, NJ facility to create pleasant work environment Promoting from within replaced 300 of the companys 350 leaders half of whom were promoted from within the company.This changed the culture and sent a message that few could ignore. yearbook surveys of all 580 work groups simultaneously managers review the results with their direct report s and everyone is updated on their progress related to specific goals. leaders are measured on their ability to inspire trust in those around them. Recognition Events restrain at a high level when people do things well. CEOs acknowledgement Conant sends out about 20 thank-you notes a day to staffers, on all levels. Open communication every sixsome weeks CEO has lunch with a group of a dozen or so employees to get their perspective on the business, to address problems and to get feedback.