Engagement

Engagement

We believe strongly in a high-performing, client-oriented culture of innovation, learning and engagement. Our employees’ commitment, passion and energy drive innovation, collaboration and client value—which drive our growth and financial success.

Highly engaged employees are crucial to our company’s success. Engaged employees have a strong focus on clients, radiate optimism and regularly achieve or exceed their objectives. They also have lower absenteeism, suffer fewer injuries and are less likely to change employers than others. Pitney Bowes seeks to engage, enable and energize employees through challenging work assignments, training, and career development opportunities that promote personal and professional growth. We solicit feedback, encourage dialogue and measure engagement through formal and informal mechanisms.

One of our most important measuring tools is our annual multi-language, global employee survey. The survey explores sustainable engagement drivers such as client focus, diversity, growth and development, innovation, manager effectiveness, teamwork and communication.

In 2016, for the second year in a row, global participation in the survey reached a new high, with 90% of employees responding.

We also use other channels to promote dialogue and employee engagement. One of the most popular is our online forum and social network, Yammer. Launched in 2009, Yammer has grown into an important tool for global collaboration. Yammer empowers employees to collaborate more productively, make smarter decisions faster, reduce cycle times and improve relationships with clients and partners. To date, employees have posted more than 142,000 Yammer messages.

Development

We focus on hiring talented people, nurturing their growth, and providing opportunities for them to make a real impact for themselves, for our clients and for Pitney Bowes. We see employee development as a partnership between individual employees and their manager, aided by strong support from our Human Resources organization.

The Learning & Development organization provides support for professional development, including offerings that improve and promote career mobility and employability. In addition, we provide programs to improve role-based proficiency and leadership competency. These programs are delivered in a variety of formats, including leading-edge virtual/mobile offerings that are available to all employees. The Talent Development organization provides a set of tools to enable individual development planning and track progress against identified development goals.

Over the last several years we have developed and implemented a comprehensive offering of core leadership training programs in keeping with our strategic transformation as a globally integrated company. The elements incl

Leadership Essentials for Managers. This core leadership program was launched in May 2014 for leaders who are newly hired or newly promoted to frontline manager positions. The program is also open to frontline managers who have not completed a leadership development program since acquiring their position. In addition to being offered as a standalone program, Leadership Essentials for Managers serves as a prerequisite to role-specific leadership programs for client-facing groups such as Sales, Client Operations and Global Service.

Leading in a Global Environment. This director-level leadership program, launched in March 2015, is designed for leaders who want to improve their skills in strategy formulation and execution, working across cultural, geographic and business units, and developing shared agendas to support the best interests of our clients and their businesses. We expect all Directors to complete the program by the end of 2017.

Leading a High-Performance Organization. This Vice President-level program, launched in September 2015, focuses on strategy, culture, ethics and leading transformational change throughout the organization. These leaders are expected to complete the program by the end of the third quarter of 2017.