Monsanto employs more than 20,000 people. We’ve made it a priority to provide appropriate resources and training to all our employees so our company continues to adhere to the highest standards of business practices.
Monsanto engages with its employees through surveys, town halls, conferences, educational activities and support for employee involvement in community activities and initiatives.
• Quarterly Pulse Survey Every quarter we sample 25 percent of our regular employees, asking five questions which comprise an engagement index: 1) Overall Pride in Monsanto, 2) Overall Job Satisfaction, 3) Willingness to Recommend Monsanto as a Great Place to Work, 4) Willingness to Offer Discretionary Effort, 5) Intent to Stay or Leave the Company. Additional questions help measure employee attitudes about overall leadership effectiveness, as well as a range of other topics related to current issues facing the company. The survey, which is global, is administered in 18 languages. The results are analyzed and presented to the Executive Team and the Board of Directors every quarter.
• Biennial Organization Survey Every two years Monsanto retains an outside vendor to conduct a census survey of the organization. The survey contains some 50 questions and is sent to all regular employees globally. The survey measures engagement levels and drivers in more depth than the Pulse Survey. At the end of the survey process, managers across the company can access a custom report for their team, which can be used for benchmarking with other internal groups and outside norms. Managers share the information with employees and identify ways their teams can improve the working environment.
• Annual Upward Leadership Feedback The Leadership-180 gives managers with three or more direct or matrixed direct reports the opportunity to receive anonymous feedback from their people about their performance as a people leader. Respondents rate their people leaders on each dimension of the People Leader Competency model. The feedback is aggregated and shared confidentially with the individual people leaders. No copy is sent to the people leader’s manager or to anyone else. To preserve objectivity, no scores are linked to bonuses or pay increases of any kind; the feedback is strictly intended for development. However, the company’s Leadership and Organizational Effectiveness (LOE ) Team can view aggregated data to identify broad organizational leadership development needs.
• Development, Performance and Rewards (DPR) The overarching goal of Monsanto’s employee enrichment program, DPR , is to help people deliver great results and reward them appropriately. With Monsanto people worldwide thinking and acting in alignment with the basic principles of DPR , employees can all benefit, personally and professionally, from the success of their mutual efforts. This program enables employees to achieve their greatest potential through periodic and annual reviews, and rewards and incentives for performance.
• Other Engagement Activities Monsanto has several training and development initiatives to help employees throughout their careers, including:
– Leadership develoment efforts, such as People Leader Learning Series, Regional Leadership Exchange Programs, Global Leadership Exchange Programs and Annual People Review & Succession Planning Process.
– General learning opportunities and development resources, including the new Learning Connection Website (access to many on-line resources), Career Development Programs and an enterprise-wide mentoring and knowledge sharing resource: SYNAPSE.
– Communications and outreach programs, such as Global Town Halls, functional/regional/divisional Town Halls, employee “listening sessions,” and Global Business Operations—Leadership Connect Calls.
This article is excerpted from Monsanto’s 2011 Corporate Social Responsibility and Sustainability Report. To see the full report, please visit Monsanto.com.