Creating and deploying a successful company-wide employee recognition program is a challenge by any assessment. But the obstacles are inherently more complex for a company with a highly autonomous business structure. Siemens USA, an independent subsidiary of its 160-year-old German parent company, Siemens AG, recognized the need for a company-wide employee reward and recognition program that balanced its rich tradition of business autonomy with today’s requirements for corporate-level visibility, oversight, and control.
A decentralized operating model has allowed Siemens USA to move with speed and agility within its key business sectors: industry, energy, and healthcare, as well as its corporate and cross-sector functions. But that operating autonomy also meant that its recognition and reward programs also varied by business unit and may not have been as closely connected to corporate imperatives as they should have been.
Making the change would not be easy. Many of Siemens business units had had their own employee reward and recognition programs—and unique approaches to using them—in place for years. A successful migration to a consolidated recognition program would require skillful consensus building as well as a flexible design approach.
Join us as we explore the best practices employed and lessons learned along the way by Siemens USA as they made the move toward a consolidated recognition program. Don’t miss these webcast take aways about how Siemens USA:
Built the business case for consolidating recognition programs
Got stakeholder buy-in
Managed internal hurdles
Chose a technology that works best for the situation