日本一本免费一二区

    Image of Hero - Investing in People

    Investing in People

    Employee Engagement

    Image of Investing in People - Image 1

    Our most valuable asset at Emerson is our people. We seek to create a diverse culture and environment that respects our employees, recognizes their value with competitive wages and benefits, provides a safe and healthy workplace and empowers them to reach their greatest potential.



    We are committed to providing a positive, respectful work environment for our employees that offers competitive wages and benefits in the local markets where we operate.

    Our employees are our greatest resource, and we value their feedback and perspectives. A core tenet of our disciplined management process is listening and acting upon employee insights. For more than 60 years, Emerson has conducted employee opinion surveys. This practice promotes transparency and understanding and guides the management team to constantly strive for improvement at all levels. The employee survey was updated in 2017 to include questions about our safety culture and commitment to workplace diversity and inclusion. In 2018, we added employee engagement questions related to job satisfaction, work-life balance, teamwork and follow-through, and availability of training and support.

    In fiscal year 2018, more than 20,300 employees were invited to complete the survey, and we received 89% participation. Employees surveyed indicated a high trust in leadership and consistently recognized a strong safety culture, positive supervision skills and ethical behavior across the organization. Employees also gave high scores to the human resources organization and management communication practices. While overall scores were good, we can continue to improve by encouraging collaboration, driving employee engagement, ensuring talent development and closely monitoring local market conditions.


    Labor Relations

    We respect our employees’ right to freedom of association in choosing labor organizations to represent them. We strive to maintain positive relationships with the unions, works councils and employee associations that represent many of our employees. In the United States, approximately 6% of our workforce are unionized. Worldwide, approximately 30% of our employees are represented by an employee representative organization, such as a union, works council or employee association.


    Wages and Benefits

    We seek to provide competitive wages and benefits in the local markets where we operate around the world. Our compensation practices comply with applicable wage laws and international standards, including those relating to minimum wages, overtime compensation and legally mandated benefits. In compliance with local laws, employees receive compensation for overtime at pay rates higher than regular hourly rates. The basis on which workers are paid is documented in a timely manner via pay stub or similar written communication. In the United States, our standard package of benefits for full-time employees includes healthcare, life insurance, disability coverage, paid parental leave and access to a retirement savings program. In other countries, our benefits packages for full-time employees varies in accordance with legal mandates, but all do include paid parental leave.


    Paid Parental Leave We celebrate our employees who become new parents and are committed to aligning our benefits programs to support their needs and the realities of modern life. In 2018, we implemented paid leave for new parents across our company. These changes went into effect on May 8, 2018, in the United States and by Jan. 1, 2019, globally.

    Our new paid parental leave policy is determined by caregiving role (primary or secondary), rather than gender. When welcoming a new child into the home through birth or adoption, Emerson employees who identify as the primary caregiver now receive 12 consecutive weeks of paid parental leave with 100% pay upon the birth or adoption. Employees who wish to support their spouses or partners during this time as a secondary caregiver can receive two weeks of paid parental leave, which must be taken within six months of the birth or adoption. In countries where the minimum standards of applicable law exceed our new policies, Emerson will always comply with the law. Providing our employees with this bonding time as they establish their families is the right thing to do.


    Enhancing wages, benefits for U.S. employees
    Following the enactment of the Tax Cuts and Jobs Act of 2017 in the United States, Emerson made a number of improvements to the compensation and benefits provided to our U.S. employees. Besides market-based pay increases and enhancements to our health plans and vacation benefits, the company also made a special, one-time contribution of $1,000 to the retirement savings plans of our 24,000 U.S. employees in 2018. This contribution was in addition to the company-match contribution of approximately $50 million annually to our U.S. employees’ 401(k) plans. These benefit enhancements for employees reflect the company’s commitment to be an attractive place to work.


    Equal Employment Opportunity?

    It is Emerson’s policy to recruit, hire, train and promote people in all job classifications without regard to sex, race, color, religion, national origin, age, marital status, political affiliation, sexual orientation, gender identity, genetic information, disability or protected veteran status. It is our policy and our practice that this equal employment opportunity be present in all aspects of employment, including but not limited to compensation, benefits, promotions, transfers, layoffs, company-sponsored training, tuition assistance and education.


    Discrimination and Harassment

    We are committed to providing a workplace free of any discrimination or harassment. This is reinforced in our annual ethics training that is mandatory for all employees. In addition, since 2017, we have been conducting training for our people managers on managing unconscious bias in hiring, promotion and pay decisions.


    Conditions of Employment

    Emerson operates with reasonable working hours to maintain a positive and productive work environment consistent with commonly accepted practices in each locale. Employees elect whether to accept employment after being fully apprised of the terms, conditions, practices and expectations of their jobs. Workers are not required to surrender government-issued identification, passports or work permits as a condition of employment.


    Transition Assistance

    Emerson provides outplacement services for all exempt-level U.S. employees in situations where layoffs or reductions in force are required due to business conditions, acquisitions or divestitures. In other countries, Emerson follows legal mandates.


    Human Rights

    In our business operations around the world, Emerson lives our commitment to respect and promote human rights, which are essential to a healthy and vital commercial environment and to the broader society. This entails specific attention to particularly challenging issues and activities, including:

    Commitment to humane treatment We do not allow or condone any form of harsh or inhumane treatment, including sexual harassment, sexual abuse, corporal punishment, mental or physical coercion or verbal abuse, nor do we allow managers to threaten treatment of this nature.

    Prohibition on forced labor Our policies prohibit and we do not use any forced, bonded, indentured or other compulsory labor. We also prohibit our suppliers from using any forced, bonded, indentured or other compulsory labor. Our policies are in compliance with important regulations, like the UK Modern Slavery Act 2015. Emerson fully supports these and other efforts to eradicate human trafficking across the globe.

    Prohibition of child labor Our policies oppose child labor, and we do not use child labor in any facility or business. Emerson has established age 18 as a standard minimum age for employment, which complies with or exceeds local legal requirements. We support the use of legitimate workplace apprenticeship programs that conform with laws and regulations. We also prohibit our suppliers from employing anyone under the local legal working age or age 14, whichever is greater.


    Grievance Reporting Mechanisms

    In addition to formal and informal complaint or grievance procedures at our business units, employees or other concerned parties have easy access to Emerson’s global ethics and compliance hotline to report complaints or concerns. Ethics hotline emails or calls are received by an independent company, which reports the information to designated management personnel at Emerson’s corporate headquarters for investigation and response. This outside service does not track visitors to its website, and the person can choose to provide their name or remain anonymous, unless prohibited by country regulations. Further information is available on the Ethics & Compliance page.

    Training and Development

    In support of living our values, Emerson is committed to offering focused training and targeted development opportunities for our employees.

    From annual mandatory ethics training to our elite leadership development programs for rising managers, we strive to give our people the knowledge and resources they need to fulfill and excel in their roles.


    Professional Development

    Image of Investing in People - Image 2

    Emerson provides its global workforce with both e-learning and in-person development opportunities.


    Through our online Global Learning Center platform, employees have access to thousands of e-learning modules on everything from product training and technical skills to management and leadership topics.

    Our learning and development staff offers a wide range of in-person development opportunities that are created internally or offered through third-party partnerships. Leadership skills workshops cover topics like motivating change, leading virtual teams and mentoring for success, while our professional skills workshops tackle subjects including finance and accounting for non-financial managers, working with global teams, problem solving and effective project management.


    Leadership Development Programs

    We empower our managerial employees to build and strengthen their leadership and professional skills throughout their careers. Through our Charles F. Knight Learning Center staff, based in St. Louis, we develop and implement programming for managers that ties all training and developmental opportunities to business objectives – ensuring our employees can immediately put what they have learned to work and that all development activities build shareholder value. Our approach, which effectively differentiates Emerson from its peers and has been praised by experts on leadership development, helps our employees develop in their careers, grow their job satisfaction and, ultimately, helps the company stay competitive in the marketplace.


    Foundational leadership development

    We provide a sequence of training workshops for new managers (by promotion or new hires) that help them understand our culture and develop the essential leadership, professional and business skills they need to grow and succeed at Emerson. Approximately 2,000 new managers go through the three-day Leading at Emerson workshop annually. The workshop must be successfully completed within six months of a person’s appointment to a supervisory or management role.


    Accelerated leadership development

    Some mid-level managers – including those identified to have potential for higher leadership positions in the future and those identified as a potential successor in a key leadership role – are nominated and selected for two different programs, depending on their opportunity for further development:

    • Rising Leaders Program – Launched in 2018, this program trains up to 300 mid-level managers annually. Participants go through two, one week intensive sessions spaced 12 months apart. During this program they cover the fundamental competencies required to be a successful senior leader at Emerson, including our management process, as well as leadership in the community, in safety and within a matrix organization. In 2018, the program was held in nine locations around the world, with five regional senior executives acting as the resident executive instructors at each training.
    • Executive Leadership Program – This highly selective program provides up to 50 current and emerging leaders at the director, vice president, general manager and president levels from around the world with an intensive 36-month leadership development curriculum. Participants are nominated for the program by senior executives, and each nominee is approved by the CEO. This program consists of a series of three, one-week-long modules with group instruction – facilitated by senior Emerson leaders – spaced 18 months apart.


    Performance Reviews

    All salaried employees and their supervisors are expected to conduct an annual performance review focusing on performance goals, development goals and competency-based goals. Additionally, our hourly workers are expected to have annual performance reviews tailored to their job categories.

    Workplace Safety

    We are committed to creating and maintaining a safe and healthy work environment for all of our employees.

    Operating safely goes hand in hand with operating productively, which in turn helps Emerson to compete effectively. That is why Safety & Quality is a core value of our company.

    We expect all levels of management and all employees to be on the lookout for hazards and unsafe behaviors in the workplace. We emphasize that employees should stop and immediately address the issue if the work environment or carrying out of a specific task is unsafe.

    Our safety efforts are guided by our Corporate Safety Council, which is composed of our top human resources, operations and safety leads for our company. The council meets quarterly and sets expectations, provides governance and oversight, and tracks progress on our global safety programs that seek to drive continuous improvements, reinforce our safety culture and reduce injuries in Emerson’s operations. We have found that leadership commitment, employee engagement and preventive actions are critical differentiators in driving safety improvements.

    All of our locations with 50 or more employees have a health and safety committee operating at the local level, which includes representation from members of the workforce, to work proactively in addressing health and safety concerns. We conduct safety training for all operational employees and management.

    We annually recognize locations from each of our business platforms that have achieved outstanding results in safety performance with our Safety Leadership Awards, and we give the Chief Operating Officer Safety Award to the location with outstanding safety performance, culture and programs.

    Research has shown that 90% of accidents are caused by unsafe behaviors. That’s why it is important for safety-minded companies to define a standard set of rules and behaviors that drive the safety culture and performance. To reduce or eliminate the risk of serious injuries associated with decisions made by employees or managers, Emerson focuses on monthly communications highlighting positive behaviors, including:

    • Since 2017, we have been regularly communicating our “12 Lifesaving Behaviors” across the enterprise.
    • On June 15, 2018, employees at our facilities around the world celebrated “Green for Safety Day” to raise awareness of our 12 Lifesaving Behaviors and our “I Own Safety” initiative that highlights employees’ role and responsibilities with support of the company.
    • A “safety moment” reminder is included at the start of most large internal and external meetings organized by Emerson to help reinforce top-of-mind awareness.

    We conduct cross business and cross platform safety audits on a regular basis. In addition, we also conduct selective audits annually to measure compliance with either Emerson’s or local safety standards, whichever is higher. Based on audit results, we work with facility management to rate safety compliance and provide step-by-step plans to address any issues that are discovered. Significant issues are addressed immediately, and in the vast majority of cases, audit issues are addressed within 90 days.

    Our commitment to a safe workplace extends to facilities acquired through acquisitions, no matter the size, and we move quickly after the transaction closes to evaluate for safety issues. In 2018, for example, our inspections of five recently acquired manufacturing facilities revealed these plants did not meet our safety standards. We stopped production at these plants for up to four days to address the deficiencies, provided safety training for managers and employees, and conducted audits to determine longer-term plant improvement needs.

    Emerson’s emphasis on safety and health encourages continuous improvement in all our processes, including:

    • Protective devices – We continually look for opportunities to engineer and apply protective devices or automation that can mitigate risk from workplace processes and equipment.
    • Ergonomics – Where processes involve repetitive tasks, we design work approaches to minimize the impact on our employees.
    • Preventive maintenance – With sound maintenance routines and protocols, Emerson continually reviews equipment to keep it in top operating shape, which reduces the potential for hazards while maximizing productivity.
    • Security – To ensure a well-protected, safe workplace, we consistently evaluate access into our facilities, following international guidelines and standards.


    Investing in People - Global Health & Safety


    Health and Safety Performance

    We measure health and safety performance across all our facilities to ensure continuous improvement and high standards in every facility. In fiscal 2018, Emerson implemented use of an enterprise-wide environmental health and safety software system for the first time. This software solution enables our local teams around the world to record data more easily and more quickly, and allows our company at the local, business unit and corporate levels to track and analyze the information to manage corrective actions and resources to build a workplace safety culture focused on prevention.

    Our workplace injury rate steadily decreased from 2014 to 2017, resulting in a 38% reduction in the Total Recordable Rate through 2018. We are closely reviewing the 2018 data to determine where we need to improve, and we are increasing our safety communication efforts to raise awareness.

    Diversity and Inclusion

    Emerson is committed to fostering a culture in which every employee is valued and respected for their experiences and unique perspectives.

    A diverse and inclusive work environment contributes to the rich exchange of ideas that inspires innovation, brings the best solutions to our customers, and attracts and retains top talent. This philosophy is fundamental to living our company’s values and our responsibility to leave the world in a better place.

    Our diversity and inclusion priorities, strategies and policies are guided by our Chief Executive Officer and our Diversity Council, which was established in 2013 and is composed of 14 senior-level executives from our corporate and business management teams. Strategic planning and implementation is led by our Vice President of Diversity and Inclusion. David Farr, Emerson’s Chairman and CEO, has pledged his and our company’s support for the “CEO Action for Diversity and Inclusion” commitment to take meaningful actions to advance diversity and inclusion within the workplace.

    Emerson’s approach to foster diversity and inclusion is built around three pillars:

    People We are committed to increasing diversity in our workforce, and to attracting, hiring, developing and promoting talent in a way that fosters an inclusive work environment and ensures diverse ideas and perspectives are leveraged to create solutions across Emerson.

    Culture We believe a workplace culture where all employees are accepted and respected is a competitive advantage. We are committed to creating a workplace culture where all employees feel empowered to do their best work and have the opportunity to reach their full potential.

    Communities We are active members of the communities and industries in which Emerson operates, and we seek to support and work with others outside our organization who share our commitment to promoting diversity and inclusiveness in the broader society.


    Ensuring Diversity in Our Talent Pipeline

    We are urging our managers to widen the funnel of candidates we consider for salaried job openings and promotions to ensure the candidate pools being considered reflect diversity. In addition, we engage in targeted recruiting in the following areas:

    WOMEN Our recruitment of engineering degree graduates and Master of Business Administration degree recipients puts a special focus on reaching women candidates. In addition to our university focused recruiting, Emerson is a proud supporter of the Society of Women Engineers (SWE), the leading organization dedicated to the advancement of women engineers – and we recruit women engineering talent at SWE conferences and job fairs.

    MINORITIES Emerson participates in recruiting events at universities and job fairs during professional societies’ annual conferences to identify qualified minority candidates for both entry- and executive level positions. We are a longtime corporate supporter of the Consortium for Graduate Study in Management, which works with companies seeking to reduce underrepresentation of African Americans, Native Americans and Hispanic Americans in education and business.

    U.S. MILITARY VETERANS Emerson and our business units seek to provide post-military job opportunities for U.S. military veterans. In addition, we regularly participate in veterans-focused MBA recruiting events at the University of Michigan, Northwestern University, Harvard University and Washington University in St. Louis.


    Intentional Mentoring

    We understand the importance of mentoring and know employees respond positively when an experienced or more senior colleague takes an interest in their professional development and interests. We are making a concerted effort to provide mentorship opportunities for our women and minority employees who are identified as rising leaders, including during and after such employees participate in our accelerated leadership development program.


    Increasing Our Cultural Competence

    Beginning in fiscal 2019, we are offering senior leaders the opportunity to use the Intercultural Development Inventory? (IDI), an online assessment tool that helps build cultural understanding, shift perspectives on diversity issues and appropriately adapt behavior to cultural differences and commonalities. After leaders complete the IDI, their responses are analyzed and reports are provided back with guidance on increasing cultural self-understanding to improve their own cross-cultural goals.


    Employee Resource Groups at Emerson

    Image of Investing in People - Image 3

    Emerson Employee Resource Groups seek to further the professional development of their members, educate fellow employees and participate in community outreach activities.



    Emerson approved the establishment of three new employee resource groups (ERGs) in late 2018. These are in addition to Emerson’s Women in STEM group. These voluntary, employee-led groups help promote a diverse and inclusive workplace while empowering employees to work toward a common goal.

    Each ERG is empowered to establish its own unique mission statement. Participation in these organizations is open to all employees who support the goals of the ERG. If an employee doesn’t find an ERG for them, they are invited to form their own around a common cause.

    Image of Investing in People - Women in STEM


    WOMEN IN STEM To attract, develop and retain the best women in roles related to science, technology, engineering and math (STEM), to enhance diversity of ideas and approaches for the benefit of our customers and to fully deliver on our “Consider it Solved” promise.

    BLACKS REINFORCING DIVERSITY To foster a diverse and inclusive environment by pursuing strategic recruiting, retention and advancement initiatives that support corporate objectives. The group also enhances Emerson’s engagement with local communities by forging active partnerships with organizations that share Emerson’s values.

    LGBTQ + ALLIES To empower our LGBTQ employees and their workplace allies to foster a diverse and inclusive company culture and grow our commitment to innovation by promoting the recruitment, advancement and retention of diverse talent.

    VETERANS GROUP To raise awareness of the value veterans bring to an organization, foster inclusiveness through outreach programs, and promote talent diversity by hiring and empowering Emerson’s veterans.


    Conducting Unconscious Bias Awareness Training

    Emerson continues to hold diversity training globally to help our people managers and other employees recognize and manage their unconscious biases. More than 5,000 Emerson managers worldwide participated in our unconscious bias training in 2018. Since 2016, more than 9,000 employees have been through this training (as of April 2019), and there are currently 85 experienced facilitators across the company.

    Following completion of unconscious bias training, people managers are encouraged to participate in diversity and inclusion committees in their business unit. These committees are being organized to help drive initiatives at the local level, including a focus on recruitment and interviewing practices to manage unconscious bias and foster an inclusive workplace.

    ?Additional Actions Taken in 2018

    • Diversity and inclusion topics are being weaved into our leadership development programs. This demonstrates to these high performers how critical diversity is to Emerson’s future success and prepares them to be inclusive leaders in the future.
    • We sponsored a Women of Emerson Leadership Summit on Sept. 6, 2018, bringing more than 150 women from across the company to our St. Louis headquarters to participate in a daylong series of seminars on women, work and careers, featuring Georgetown University law professor Hillary Sale.
    • Resources and best practices related to diversity and inclusion are available to all employees through a new intranet site. Within the site, employees can read about the CEO Action for Diversity and Inclusion, access the sites of ERGs to learn more and join, register for the Managing Unconscious Bias Training, and find resources on diversity and inclusion such as educational articles, book recommendations, videos and more.
    • Emerson is collecting internal data related to workforce diversity efforts, including information on applicants, hiring and promotions to help measure progress and better target our efforts.

    Through these concerted and targeted efforts, we are beginning to show progress in some of these areas. For example, the percentage of women in management positions in our U.S. workforce has increased by 26% since 2014, and the percentage of minorities in U.S. management positions has increased by 37%.


    Recognition

    We are proud of the recognition our diversity and inclusion efforts has received, most notably:

    • Best Places to Work for LGBTQ Equality and 100% Corporate Equality Index rating, Human Rights Campaign, 2018 and 2019
    • Top 50 Employer, Woman Engineer Magazine, 2018. Emerson was ranked #15
    • Top 50 Employer, Workforce Diversity for Engineering & IT Professionals Magazine, 2018


    Emerson’s U.S. Workforce Diversity 2014 – 2018

    Investing in People - Diversity Charts
    Please enable JavaScript to use this website.
    日本一本免费一二区