Recent Gallup polls suggest that at most companies, only 25 percent of U.S. employees are truly engaged and committed to the company they work for. Our own annual survey indicates that our employee engagement level is much higher.

We strive to foster this engagement in many ways: by promoting a positive work environment, by requiring ethical business practices, and by communicating proactively with all our employees.

Also critical to our success is employee feedback. As we do with our external stakeholders, we work to understand our employees' concerns, needs and thoughts on the company's strengths and weaknesses, and we incorporate these findings into our strategies, processes and programs to help us achieve our business goals.

Our employees are our most prominent and valuable ambassadors with our customers—patients, healthcare professionals, healthcare organizations and regulatory agencies—as well as other external stakeholders. To support them in this role, we work to ensure that all communications to employees about breaking news are distributed as quickly as possible and through the most appropriate channels. Employees are generally notified within minutes of most major external announcements.

We use a wide variety of communications vehicles to ensure that we reach employees at their job location. Through our global enterprise portal, known internally as "Sync", employees have access to company news and videos, divisional and functional news channels, and organizational communities that allow them to share interests, messages and ideas online. In addition to the Sync portal, other employee communications vehicles include quarterly Employee Business Briefings, Town Halls, and email communications from senior management, as necessary.

We recognize that employee communications are only relevant if their value is confirmed through feedback. In 2009, we added employee feedback mechanisms to our online news site, which enable employees to rate an article. We also routinely check our employees' "pulse" by attaching brief, three-to-five-question surveys and open-comment forms to key communications. Soliciting employee feedback about the subject of the communication in real time gives us the information we need to develop subsequent communications that close knowledge gaps and address employee concerns. The most notable change we have made as a direct result of employee feedback has been the addition of "meet-and-greet" sessions hosted by our CEO and our Executive Committee, which enable employees to share information in a more personal setting with senior leaders.

We conduct global employee briefings every quarter. Our CEO and members of the Executive Committee speak to employees about how we are fulfilling Merck/MSD's mission and goals. These encouraging and educational sessions cover topics such as the quarterly performance update, pipeline progress, customer stories, and anticipated product developments.

Employee Surveys

As part of our mission to maintain a satisfying and productive work environment, Merck routinely surveys all employees to gain their perspectives on the business and how we are responding to the needs of our workforce. Merck conducts an annual employee opinion survey, the Merck/MSD Voice, with content based on Merck's business needs. Since 2008, content has focused on confidence in our strategy, organizational culture and employee engagement. In March 2010, the survey was administered to the newly merged employee population for the first time.

The survey helps Merck leaders and managers understand employees' perspectives on the company's culture and its effect on Merck's ability to meet our business objectives, as well as what drives employee engagement. The survey is offered in 20 languages. We communicate highlights of the survey results through meetings with our employees, in our employee publications, on our intranet and through emailed summaries.

Our 2010 results showed that employee confidence in Merck's mission and future as a healthcare leader remains strong. Since the merger, we have maintained employee engagement during a time of rapid change within the company. Employee feedback suggests that we can maintain or improve engagement through focused actions in a few key areas, including accessibility of senior leaders, consideration of employee input in decision making, and providing fulfilling work and developmental opportunities.

Executive Committee members and leaders of the company's strategic change initiatives are using the results from the 2009 and 2010 surveys as part of their ongoing strategic planning.

Other Resources for Employee Feedback

In addition to the employee surveys, our Ombudsmen within Merck's Office of Ethics listen to employee concerns in confidence and, when necessary, take action. Our anonymous helpline, which operates in accordance with applicable legal standards for employee-based hotlines, is available 24/7 to listen and provide advice to employees worldwide. Learn more.