What is it like to work at EMC?

1. EMC
2011
Innovation,
PASSION,
SUCCESS
We are a leading technology
company that’s driven to
perform, to partner, to
execute. We go about
our jobs with a passion
for delivering results.
We lead change and change
to lead. We are devoted
to the advancement of
our people, industry, and
community. We are EMC—
where information lives.

2. EMC TABLE OF CONTENTS
4 Chapter 1 General Information
6 Chapter 2 Hiring and Welcoming
10 Chapter 3 Inspiring
12 Chapter 4 Speaking
14 Chapter 5 Listening
20 Chapter 6 Thanking
23 Chapter 7 Developing
2 5 Chapter 8 Caring
33 Chapter 9 Celebrating
36 Chapter 10 Sharing
42 Chapter 11 Workplace Culture and
Organizational Success
2

3. Welcome to EMC!
When we ask people, “Why choose EMC as a place
to work?” they tell us it is because at EMC, they get to
create, innovate, solve problems, and make things happen
every day. There is a rush that flows through our global
community. It is our hope that this package gives you a
little bit of the feeling of the energy, the pace, and the
passion that is EMC.
Enclosed you’ll find a DVD containing videos, employee
perspectives, photos, and other supporting collateral.
We invite you to view it as you read through each chapter.
Our warmest regards,
Polly Pearson
VP, Employment Brand & Strategy Engagement
EMC Corporation
3

4. Chapter
œ GENERAL INFORMATION
1. A brief description of
EMC’s primary business
in lay terms.
CO R P O R AT E P R O F I L E much safer. And we create
data-backup software and
S U P P O R T I N G C O L L AT E R A L
At EMC, we create hardware suitable for home
• An EMC Overview, by products and services and office computers.
VP Linda Connly Our products are often invisi-
• The Growing Digital Universe
that help companies and ble to daily life. Yet the majority
consumers store, man- of the world’s population could
age, share, protect, and not go one day in their lives with-
out their personal digital “infor-
secure all of their digital mation trail” being touched by
information. EMC is the some EMC innovation. Every text
brand leader for this set message you send, every ATM
withdrawal you make, every box
of offerings, which we of cereal you buy—it all creates a
refer to collectively as digital trail that EMC’s technol-
“Information Infrastruc- ogy is helping to store, manage,
access, and keep secure.
ture.” Our product and Our corporate customers tell
services portfolio, com- us that they consider EMC a
bined with the vision, “promise keeper.” Our products
and services are often the corner-
partnerships, and, stones of their organizations’ data
above all, our people, centers because information is the
positions us well to lead digital heart and soul of a global
enterprise today. Our people and
the newest and poten- our products are known equally
tially largest wave of for being trustworthy and reli-
change happening in able—and they’ve both helped
us achieve the honor of inclusion
the IT industry today, on FORTUNE’s “World’s Most
which we and others Admired Companies” list for
refer to as private cloud many years.
At a more personal, consumer
computing. level, we take our responsibilities
just as seriously. Namely, we help
B R I N G I N G YO U R I N FO R MAT I O N people protect their cherished
TO L I F E W I T H E MC things. After all, these days, a dig-
We make information storage ital family photo, MP3 file, or
products that support many busi- e-mail message can be just as
ness needs. For example, our stor- important (and sometimes just as
age systems and software help to irreplaceable) as the family photo
process the world’s daily credit albums, treasured record collec-
card transactions for major credit tions, and shoeboxes full of old
card companies. We make those love letters were decades ago.
ubiquitous RSA SecurID keycode Worldwide, our 43,000-strong
tokens and software-based ID workforce approaches challenges
authenticators that make tasks with passion and a knack for
such as personal online banking delivering results that exceed
4

5. a customer’s expectations. We the tenets of innovation, passion, Our product and
help our customers get the maxi- and success are deeply ingrained
mum value from their informa- within our culture. Since 2003, services portfolio,
tion—whether it’s a single digital we have invested approximately combined with the
image of a newborn baby or the $19 billion in R&D and strategic
credit card transactions accumu- acquisitions. Those moves added vision, partnerships,
lated by a global-scale retailer “muscle” to our core capabilities and, above all,
during an entire year. and extended our reach into
And that’s the reason we rapidly growing new markets our people, well
believe EMC will emerge as the such as cloud computing, positions EMC to
top technology company of the information security, and
21st century. information intelligence. lead the newest and
In 2009 alone, we garnered potentially largest
FROM STARTUPS TO STA R S nearly 100 awards for products,
Individual consumers, small start- services, human resources prac- wave of change
ups, FORTUNE Global 500 tices, and people—among them happening in the
companies from all industries, “Best Place to Work” awards in
public-sector organizations—they many countries and states in the IT industry today,
all use our products, solutions, U.S. in which we operate. which we and others
and services. All in all, these cus-
tomers comprise the world’s most G LO BA L P R ES E N C E A N D
refer to as private
data-dependent people and busi- CITIZENSHIP cloud computing.
nesses, among them financial ser- We are committed to doing
vices companies, ISPs, chain business in a socially and
stores, manufacturers, hospitals, environmentally responsible
biotech firms, telcos, universities, manner—we very much want EMC stock is publicly traded and is listed
airlines, public-sector agencies, to be an attentive, respectful on the New York Stock Exchange under
and so many, many small offices local and global neighbor. And the symbol EMC. It is a component of
and homes. inside our walls, we cultivate the S&P 500 Index. EMC’s competitors
and sustain a high-performance include IBM, Hewlett-Packard, Hitachi
A TRADITION OF I N N OVAT I O N culture that gives all of us the Data Systems, NetApp, and numerous
Our company has a long tradition chance to become a “leader at small information management and
of innovation and leadership; every level.” storage companies.
5

6. Chapter
∑ HIRING AND WELCOMING
2a. Characteristics EMC
seeks in prospective
employees, aside from
the skills needed to do
their jobs.
A DA P TA B L E , PAS S I O N AT E , winning team, and most of all,
S E L F-MOT I VAT E D, who will move heaven and earth
SU CC ES S - O R I E N T E D to satisfy a customer.
“Throughout the hiring pro-
S U P P O R T I N G C O L L AT E R A L
EMC employees excel cess, I knew EMC was looking
at what they do, wel- at more than my resumé. I knew
• A perspective on hiring, by they valued the other skills that
EMC recruiter Marie Gunning come a challenge, love would make me good at my job.
innovating, and work And because of that, it’s been a
best in a fast-paced, great fit...the perfect place for
me to be a whole person,” says
lively environment. Kimberly Brinkmeier, level-one
We use behavior-based software engineer at EMC.
interviewing techniques, To keep a promise to a cus-
tomer or colleague—or simply to
which help us evaluate meet a quarterly goal—EMCers
candidates on what at all levels must exert leadership.
skills they would call For instance, when we’re inter-
viewing an engineer candidate,
upon in a given situa- we want someone who’ll be able
tion. But we don’t to write code, assist a customer,
just measure job-role- advise a salesperson, correspond
with an executive, and perhaps
specific skills; we also even publish an IT thought
examine a person’s leadership-style blog entry
decision-making ability, about a favorite software R&D
best practice.
creativity, diverse per- And when we’re looking for
spectives, values, ability executives, we seek people who
to deliver results, and have both broad-based manage-
ment experience and specific sub-
ability to mesh with our ject-matter expertise. Importantly,
culture. we also want someone who’ll be
nimble enough to run one busi-
E N E R G I Z E D A N D E M P OW E R E D ness unit today and seamlessly
We are interested in eager, transition to leading another one
smart people who reflect the tomorrow if needed. We look for
many customers and markets senior managers with “executive
we address. Those who excel presence” who are confident and
at EMC are adaptable problem strategically agile, yet grounded
solvers. We look for people enough to remain hands-on in
who feel energized knowing daily interactions with employees
that each day will serve up some- and customers.
thing different—and that they
and their coworkers will have to
deliver creative results. We want
people who are proud of their
work, who love being on a
6

7. Kimberly Brinkmeier says, “Throughout the
hiring process, I knew EMC was looking at more
than my resumé. I knew they valued the other
skills that would make me good at my job. And
because of that, it’s been a great fit…the perfect
place for me to be a whole person.” EMC Recruiter Arthur Benoit chats with a prospect at EMC’s career fair booth.
We look for
people who get
energized knowing
that each day
will serve up
something
different—and
that they and
their coworkers
will have to
deliver creative
Members of EMC’s University Relations Team pose together at a career fair. results.
7

8. Chapter
∑ HIRING AND WELCOMING
2b. How EMC welcomes
new employees and
integrates them into
our culture.
Joining EMC is an As of May 2010, it has approxi-
exciting time, and we mately 2,000 fans and attracts
hundreds of visitors daily. We
S U P P O R T I N G C O L L AT E R A L
welcome our new hires try to give the page a helpful feel:
• A reflection of her first
warmly into our EMC for example, if someone asks
family from the moment about a particular job opening,
days at EMC, by MLDPer,
we give them the e-mail address of
Rachel Rosenfeld that they accept the job. a specific EMC Human Resources
recruiter so that they can reach
CO N F I D E N C E B E FO R E DAY 1 out to a real person. Visitors also
A big trend in new-employee wel- view photos and videos of us
coming around here is happening working (and sometimes playing
almost daily over the online social around), and they learn about
network, TWITTER . It usually begins the people and places that make
when a candidate enthusiastically up EMC.
tweets, “I have an interview with Welcoming our newest employ-
EMC,” or “I will soon be joining ees prior to their first day makes
EMC.” Inevitably, well-wishes them eager to form relationships
and welcoming comments stream and understand the inner work-
in from EMCers around the ings of EMC. To feed that enthu-
world. This phenomenon, though siasm upon their arrival, new
fairly recent, has become practi- hires connect immediately to
cally de rigueur. other employees via our internal
social network, EMC|ONE (Online
DA I LY O CCU R R E N C E Network of EMCers). It’s a place
Some EMCers take their wel- where all of us exchange ideas
comes to an even higher level. and working tips, support each
For example, one of our Chicago- other, and learn how our peers
based EMC Technology Consul- are doing. Dialogue flows almost
tants posted a blog entry filled nonstop. The site also links new
with success tips for EMC’s new employees to EMC’s professional
hires. (The EMC employee com- development and training portals,
munity re-tweeted his post with it connects them to mentors, and
great delight.) Another employee, it even offers podcast episodes
an EMC Distinguished Engineer of EMC’s culture-oriented shows.
based in Massachusetts, is now With these tools, new EMCers
a weekly guest blogger for the form connections with coworkers,
career site, Vault.com. He writes make new friends, and learn a
about EMC’s culture and whole lot about EMC.
offers tips for interviewing
and career management. COM PAS S, M E N TO R I N G , SOCIAL
For a while now, we’ve also been G R O U P S, A N D H OT COALS
using FACEBOOK to welcome new On their first day, employees
hires and share information with attend our Compass New Hire
the many people who access the Orientation, a face-to–face, inter-
site to inquire about working here. active class about the company
In 2009, we formally launched and its culture, strategic focus,
a Facebook “EMC CAREERS” page. products, and services. We then
8

9. provide a 90-day success guide
filled with online tutorials and
helpful resources.
EMC Sales, Marketing,
Engineering, and several other
organizations also run special-
ized orientation programs. For
instance, in Sales, a week-long
onboarding program ends with
new employees displaying their
“I-can-do-anything” attitude and
demonstrating their camaraderie
by volunteering to take the Hot
Coal Fire Walk to the cheering
of their peers.
One-on-one mentoring is
another way we help new hires
get acclimated and connected.
In some departments, as many
as six people will become buddies
with a new hire, helping the
employee learn about the com-
pany and the job.
It’s important to us that our Visitors to the EMC Careers page on Facebook say that they like the interaction.
new employees are able to blend
their personal and professional
passions, so we introduce them “Before I even walked through the door,
to EMC’s many networking
and social groups. Specifically,
I felt welcomed and connected.”
we currently have nine “affinity
EMC Marketing Leadership Development Associate Rachel Rosenfeld
circles” created by groups of
employees who share back-
grounds, as well as more than
160 employee-generated interest
groups called communities that
are dedicated to personal passions
ranging from motorcycling to
music. If no existing group inter-
ests the new hire, it’s easy to EMC Marketing Leadership Development Associate Rachel
launch one and build member- Rosenfeld says, “Before I even walked through the door, I felt
ship through the EMC|ONE welcomed and connected because of the outreach from my
social network. Marketing Leadership Development Program alumni mentor.
We’d communicated through e-mail, and she even sent me a
handwritten card to welcome me to the company and to the
program. Earlier, I received a nice briefing about EMC’s culture,
the job expectations, and even the fitness class schedule at the
EMC gym. These initial communications made me feel confident
and excited to begin my EMC career.”
9

10. Chapter
® INSPIRING
3. How EMC inspires
employees to feel that
their work has more
meaning than just being
a job.
People are happy when Last year’s economic recession
they are engaged in was scary enough to throw a
pall over even an engaged work-
their work, when they force, but at EMC, we tried to
S U P P O R T I N G C O L L AT E R A L
are feeling they are manage the business to minimize
making professional its impact. We did this by con-
• EMC partners with tinuing to encourage everyone
the Boston Celtics progress, and when to let creativity help shape their
• EMC employees raise money they are treated with own, and their company’s, future.
for the Lance Armstrong
Foundation
respect. That is exactly
A L L FO R O N E—A STO RY
what our people say As the recession deepened, a
they like about working program manager in EMC’s sales
at EMC. training and education group,
Michelle Lavoie, was noting many
We know this because we not of her colleagues getting increas-
only hear it everyday, but we get ingly worried about job security.
to see it being said as well. On She wanted to do something.
EMC|ONE, our internal social Michelle started a discussion
media network, an inspirational thread on EMC|ONE headlined:
conversation has been unfolding. “Constructive Ideas to Save
Our people are saying that it is Money,” and invited people to
inspiring to work at a company share specific ideas for helping
that empowers them and treats EMC to deal with the downturn.
them as professionals—that it is The response was immediate
exciting to solve problems, to and overwhelming. The thread
create, to invent, and to know accumulated 26,170 views and
that your ideas, not your job title, generated 364 replies—some offer-
come first. ing one idea; others with many
It’s common to hear EMC suggestions. People suggested
people talking about the bril- moves such as increasing the use
liance and compassion of their of teleconferencing; making vol-
colleagues and the availability of untary contributions of vacation
EMC’s executives. They say they days; renegotiating corporate con-
love how EMC encourages new tracts for printers, copiers, and
ideas, not just ideas for creating cleaning services; and many other
products and services, but also changes.
imaginative ways to make EMC Michelle now says, “I started
better as a company. that thread in late 2008, and in
“At EMC, I get to innovate the year-plus since then, I’ve
every day. That’s what inspires me seen so many ideas shared and
and keeps me here. I’m innovat- so many actions implemented.
ing in a place that is dynamic, on That posting and the reaction
the move, and filled with the to it turned out to be the one of
smartest people imaginable,” says proudest moments of my profes-
Steve Todd, EMC Distinguished sional life. And it really sold me
Engineer and author of the book, on social media as a way to pro-
Innovate With Influence. mote constructive change and
10

11. “At EMC, I get to innovate every day.
That’s what inspires me and keeps me here.
I’m innovating in a place that is dynamic,
on the move, and filled with the smartest
people imaginable.”
Steve Todd, EMC Distinguished Engineer and author of the book, Innovate With Influence
step up to the work of shaping K EY P R O G R AMS
the policies that affect all of us.” Here are some of the sources
EMC’s executives joined the of inspiration for EMC’s high-
discussion and posted updates on performance critical thinkers and
cost-saving recommendations innovators:
being adopted. Employees are • Discussion threads on Steve Todd
seeing their own ideas being EMC|ONE, where anyone can
brought to life all across the pose a question or a problem
company. and receive immediate advice.
Why was this simple and • Competitions for innovative
rather spontaneous posting by ideas, also vetted on EMC|ONE,
one EMC employee so successful? where anyone can post an inno-
Perhaps because it correlates vation (an idea, often a highly
to employees’ explanations technical one, for creating or
of why EMC inspires them: improving a product, service,
EMC encourages them to be or business process) and have
innovators and problem solvers others rate it and add to it.
every day. All someone has to do EMC funds the best ideas and
is ask, and the ideas will flow. gears them up for market.
Nothing satisfies an EMCer • A pervasive atmosphere in
more than solving a problem. which everyone brings their
It inspires them. A-game to work every day.
When you’re surrounded by the
SOCIAL MEDIA best “business athletes,” the EMC CEO Joe Tucci holds up an official New England
2009 definitely was another quality of your own game rises, Patriots jersey, with “EMC” printed on the back, at one
of EMC’s quarterly employee meetings, which was held
big year for social media at too. Being here feels a little bit at Gillette Stadium.
EMC. More than two years like being on the corporate
earlier, our EMC|ONE platform equivalent of a perennial Super
had helped us become adept Bowl Championship team.
at initiating and responding • On that note, we affiliate our-
to discussions, blogging, and selves and sponsor sports teams
just voicing quick opinions and athletic events that are con-
in effective ways. sidered “the best.” For example:
Then we took the skills well We sponsor and provide techni-
outside the firewall. Smart and cal support to world champion
certainly opinionated, our teams including the Boston Red
“blogging corps” shares with Sox (MLB), Patriots (NFL), and
the world why EMC is an industry Celtics (NBA). Our employees
leader. Our bloggers are inspiring visit the playing venues of these
more people inside and outside teams to feel the energy of win-
of EMC to get involved with ning. They meet players and
blogging, tweeting, and learn directly from them how
YouTubing. Our growing corps our two operations share a goal
of social-media-conversant of being the best. Home page of EMC’s internal social network, EMC|ONE.
employees make the effort
because they care about their
company and want to help it
succeed.
11

12. Chapter
† SPEAKING
4. Distinctive ways EMC
managers, especially
senior managers, share
information with
employees and foster a
Over the past year, there were simple things that
culture of transparency. could be done, but communica-
EMC’s senior managers
tion was always key.”
have worked harder Pictures are worth 1,000 words,
than ever to further an and at EMC, WEBCASTS are getting
environment of trust, more popular than old-fashioned
S U P P O R T I N G C O L L AT E R A L
audio conference calls. The visu-
• EMC CEO Joe Tucci at the
enable two-way sharing, als coupled with realtime chat are
company’s Q1 2010 quarterly and be transparent. a great way to share information—
employee meeting Communicating with for instance, when we’re telling
everybody about a newly
employees near and far launched product. And, by
is the best way to earn archiving these webcasts, we
the trust that is essential ensure that our employees in Sin-
gapore don’t have to dial in at
to our success. midnight to see and hear from
EMC’s Massachusetts-based
When an EXECUTIVE E-MAIL goes out, senior leaders.
it simultaneously appears on our Some of our employees spend a
intranet and our internal social lot of time in planes and cars. To
network, EMC|ONE, where peo- help field-based sales and service
ple react and respond to it in real employees stay in the loop, we’re
time. Everyone, including the using PODCASTS and, increasingly,
executive, keeps the dialogue VODCASTS , to share information.
flowing by joining that discussion The technology lets people on
and posting timely updates. the road access information when
E-mail is also our tool of choice it’s convenient for them. Our sales
for issuing news releases inter- representatives, for example, are
nally, reporting organizational known to listen to the podcasts in
changes, and sharing financial their cars as they drive to appoint-
results. The CEO frequently sends ments with prospects.
messages to all employees and EMC’s LUNCH WITH LEADERS pro-
personally replies to his e-mail gram (sometimes also referred to
messages. as “Lunch and Learn With…”)
Another senior executive, is an informal one- or two-hour
Chief Financial Officer David midday session marked by a
Goulden, sent out a series of flexible agenda and open, honest
e-mail messages throughout 2009 discussion. Employee feedback
to keep our 43,000 employees about these lunches has been
apprised of the efforts to bring overwhelmingly positive. Every
non-personnel-related operational attendee surveyed so far has indi-
costs down in the challenging cated that he or she will recom-
economic environment. In an mend them to colleagues.
interview last year with Business Closed-door meetings are
Finance magazine, David said, “We so 20th century; at EMC, open
really worked at communicating— “TOWN HALL” meetings are often
my office became a letter-writing the meetings of choice. For exam-
machine. We found that often, ple, EMC’s EVP of Worldwide
12

13. Sales, Bill Scannell, holds inter- At the annual offsite LEADERSHIP
active meetings with his various SUMMIT , EMC’s Chairman and
teams when discussing territory CEO and his executive team meet
changes or expansions of relation- with hundreds of field employees
ships with reseller partners. On a to candidly review the past year’s
larger scale, our executives travel successes and challenges and the
throughout the global EMC com- upcoming year’s goals. This three-
munity, holding in-person meet- day meeting is the big kick-off to
ings with employees about the the year. Access to executives is
company’s direction and strategic easy for all who attend, and later,
position and answering employ- major portions of the event are
ees’ questions. Our largest com- viewable on the Channel EMC
pany QUARTERLY MEETINGS for all intranet and EMC|ONE internal
employees follow a similar format. social network. At the event, INTER-
And people who cannot attend in ACTIVE STRATEGY sessions run by the
person watch the archived web- managers have replaced most of
cast of the event afterward. the onstage presentations. Lead-
Our “CULTURE TALK” lunchtime ers now tackle challenges in eye-
talk radio show is an interactive ball-to-eyeball breakout sessions Prior to an employee all-hands meeting in Ireland, CEO
and entertaining show that lets with small groups of attendees, Joe Tucci took a tour of Cork Manufacturing, enjoying
the opportunity to speak with a number of employees.
the employee audience really get and then report back to the CEO
to know a guest, whether that and the full audience on proposed
guest is the Vice Chairman of game plans.
EMC, the Chief Sustainability Within EMC, workgroups hold
Officer, or simply a rank-and-file department-level ALL-HANDS MEET-
EMCer who has fascinating per- INGS regularly. Strategy and goals
spectives to share. Along with the are the big topics, and service
audio component, visual images anniversaries and special recogni-
of the guest in his or her home tions are celebrated, too.
environment and at work round
out the picture for the audience.
This year, we launched “LEADER- EMC leaders host a Q&A session at EMC’s quarterly
SHIP IN ACTION” —a video series for employee meeting.
employees featuring on-camera
interviews with senior executives.
These videos are shot simply (and
sometimes spontaneously) using a
Flip camera and are posted inter-
nally online without a lot of elab-
orate post-production. They
connect the top leaders with
Our Chairman
employees in a very human, and CEO frequently
authentic, unvarnished manner.
Employees hear unrehearsed com-
sends messages to
mentary about company strategy, all employees and
major milestones and events, and
even the executive’s interests out-
personally replies EMC VP Polly Pearson hosting “Culture Talk,” with guest
side of work. to his e-mails. Steve Todd and co-host Monya Keane.
13

14. Chapter
¥ LISTENING
5a. Ways EMC
employees can ask
questions, provide
feedback, or otherwise
communicate with
At EMC, we listen started a dialogue on the joys and
managers, especially challenges experienced by EMC’s
openly and practically
senior managers. working moms.
endlessly. Employees And it all started with a request
know they can send an by a single employee.
e-mail message to any- “I told Frank Hauck that I
wanted to put stories of EMC’s
S U P P O R T I N G C O L L AT E R A L
one at any level, even mothers together in a book, and
• The Working Mother Experience
the CEO. They know 20 minutes later, the book was
they can expect a real funded,” says Natalie. “I was
Book
walking on air. It was amazing
reply, and they know and empowering and very cool.”
that their suggestions Natalie’s conversation with
will get serious consid- Frank exemplifies the freedom
our people have to approach
eration. Just ask Natalie senior management and share
Corridan-Gregg, Direc- ideas. In fact, a myriad of ways
tor, EMC Technology exist at EMC for people to listen
and share. Here are some:
Analysis. EMC|ONE , our internal, online
collaboration network, gets five
T H E WO R K I N G MOT H E R million page views from employ-
EX P E R I E N C E ees around the globe each month.
Natalie, a new mother, was discov- New posts appear literally every
ering that many of her coworkers minute. EMC|ONE has shattered
shared the same delights, con- this company’s old divisional,
cerns, and challenges that come organizational, and geographic
with being a working mother at boundaries and thrown open the
EMC. Like her, some of them doors for individual contributors
had even been documenting and department managers across
their thoughts. the company to share ideas and
That discovery led Natalie to hold discussions as never before.
stop by the office of Executive Employees are finding their
Vice President Frank Hauck to voices on EMC|ONE, and they
ask for his support of a book are transforming into public
about EMC’s moms. ambassadors of the company’s
The result was The Working Mother brand. Recently, we polled
Experience, a 239-page compilation readers to ask if they felt more
of authentic and heartfelt stories engaged this year versus the
from around the world written by year before (when EMC|ONE
EMC mothers (and one father). was still new). Seventy-five per-
Ninety-six contributors from 15 cent answered yes.
countries on five continents TELL EMC is our online sugges-
shared candidly how they com- tion box, accessible via EMC’s
bine parenthood with their work global intranet, Channel EMC.
in EMC’s high-performance, fast- This is another place where
paced environment. Upon its employees can post specific
publication, Natalie’s book questions, comments,
14

15. suggestions, and concerns. They “I told [EVP] Frank
can do so anonymously, or, if
they supply their name, they are
Hauck that I wanted
guaranteed to receive a personal to put the stories of
response from a suitable executive
or technical subject-matter expert.
EMC’s mothers
We also use the TELL EMC together in a book,
platform to solicit questions from
employees one week before each
Cover shot of The Working Mother Experience,
a compilation of stories written by EMC mothers. and 20 minutes later,
quarterly all-hands meeting. Our the book was funded.
CEO Joe Tucci and his staff per-
sonally review the submitted ques-
I was walking on air.
tions, then Joe answers them live It was amazing and
on stage at the big meeting.
Our “EMC CULTURE TALK” lunch-
empowering and
time radio show is all about cul- very cool.”
ture. EMC’s vice president of
employee engagement and brand Natalie Corridan-Gregg, Director,
strategy hosts this live conversa- EMC Technology Analysis
tion with global employees.
The “Culture Talk” show
encourages listeners to call in and
text in to discuss, live, what’s
inspiring and what’s challenging
about their EMC careers. The
show’s guests have included exec- Natalie Corridan-Gregg and son John Michael
utives; employee-experts in HR, enjoying some time at the park together.
social media, IT innovation, and
personal branding; two top EMC
sales representatives; and many
other EMCers with interesting
stories and opinions to share.
Each show is archived as an
MP3 file for listeners in other time
zones who may miss the live broad-
cast. And between each episode,
employees on EMC|ONE can
keep the dialogue flowing about
the topics raised on the show.
At LUNCH WITH LEADERS , employ-
ees and senior leaders participate
on panels and in focus groups to
explore topics such as cultural
diversity, balancing work and
home life, and growing one’s
career. More than a half-dozen
EMC employee affinity groups Employees can use EMC’s internal social network site, EMC|ONE, to sign up for
have hosted these sessions. Lunch with Leaders with top executives, such as RSA Division President Art Coviello.
15

16. Chapter
¥ LISTENING
5b. Programs available
for EMC employees
to make suggestions
and become involved
in making decisions
EMC leaders are listen- results evolve from our passion
that affect their jobs, and our sharing. It creates a spark
ing and acting based
work environments, of innovation in us.”
on an open information The team wrote a proposal for
or the direction of the
flow with employees. a corporate initiative and brought
company. it to EMC’s executive committee,
And the employees are
whose support and encourage-
responding. As EMC ment was immediate. But things
evolves, employees are didn’t end there: EMC Chairman
becoming ever-more and CEO Joe Tucci suggested
S U P P O R T I N G C O L L AT E R A L
the initiative needed a shepherd.
• EMC’s Annual Innovation
proactive leaders who When the position of Chief Sus-
Conference know how to connect, tainability Officer was created,
collaborate, and con- Kathrin pursued it and won
the job.
tribute to the company’s “Not only does this company
success. allow me to find opportunities
for it to ‘up its game,’ but I get
The cornerstones of EMC’s open- to indulge my personal passion.
door policy are integrity and com- Plus, I get to work with other
munication. Our people listen to people who have the same passion
each other, and they communicate and drive. I feel like I’m in my
directly with their managers and dream job, and that the company
peers to express their needs and collaborated to get me here,”
offer ideas. Kathrin says.
The operative word is “open.”
One of our employees, Kathrin S O C I A L M E D I A EX P LOS ION
Winkler, is a good example of the Almost three years ago, EMC
approach in action. A passionate began introducing social network-
environmentalist, Kathrin knew ing tools. The intent was to help
there had to be more that EMC employees share ideas and opin-
could do to make itself greener. ions across all leadership levels
She discovered she wasn’t alone; and to forge personal and profes-
from engineering to marketing sional bonds with colleagues
to facilities, colleagues told her around the world. These tools,
they shared her enthusiasm. with their emphasis on encourag-
They formed an EMC GREEN TEAM ing open-communication behav-
composed of brilliant storage iors, caused a major shift in how
engineers, product managers, we talk and listen to each other.
facilities managers, and marketing All social media fosters idea-
experts. The team meets regularly sharing through virtual conversa-
to brainstorm how to make tion on blogs, wikis, instant
EMC’s products and facilities messaging platforms, and discus-
more environmentally sion boards. The conversations
sustainable. create connections inside and
“People who didn’t even know outside of EMC, and the “2.0”
each other before are sharing communication behavior model
ideas,” Kathrin says. “All of our is boosting our productivity,
16

17. Social media at EMC unlocks people such as
Dave Spencer in ways that give the company
great value from employees’ insights.
proficiency, creativity, and com- “The connections I was making In streamed more than 1,400
petitive edge. through my blog pushed me out submissions from 19 countries.
Our people use a company- of my comfort zone in terms of In addition to the traditional
wide social media web platform personal growth,” says Dave. “It peer-reviewer idea-selection team
called EMC|ONE to converse and was really enabling because at composed of EMC Fellows and
share information without regard EMC, they don’t tell you what to Distinguished Engineers, the
to organizational level or geo- write; you just write what you’re entire EMC community voted on
graphical distance. EMC|ONE interested in, and they stay out their favorite ideas. Using an
has approximately 19,000 regis- of your way.” EMC|ONE forum, employees cast
tered users and gets nearly five “Just as valuable as anything roughly 23,000 votes. In the end,
million page views a month. On Dave says about EMC is the value 30 finalists were selected, and
average, 10–15 employees sign we get from Dave’s honesty and three winning proposals were cho-
up with EMC|ONE every day to ability to engage in what is hap- sen. The winners were delighted
chat and blog about topics impor- pening around him,” says Polly. to have their ideas singled out for
tant to them, to get inspired, and “I and other EMC executives read recognition, funded, and incu-
to inspire others. his work and call him directly. He bated to determine their ultimate
helps us remain grounded with role in EMC’s future portfolio.
EMC|ONE IS PULLI N G Q U I ET the approaches we’re taking.”
BUT CREATIVE GEN I US ES Social media at EMC unlocks
OUT OF THEIR SHE L LS people such as Dave Spencer in
Despite being an EMC employee ways that give the company great
for more than 13 years, Dave value from employees’ insights. As
Spencer was a self-described Polly says, “Nowhere in Dave’s
“stereotypical engineer” who software engineering job title does
didn’t really interact with others it say he ‘serves as an advisor to the
at EMC beyond his immediate company on management models
workgroup. Given the opportu- and culture,’ yet every day, our
nity to contribute to EMC|ONE, social media models allow for just
he started adding to discussions this type of passion-meets-value.”
and launched a blog on manage- Dave Spencer was a self-described “stereotypical
ment practices. His work was so I N N OVAT I O N ’S G AT H E R I N G P L AC E engineer” who didn’t really interact with others
at EMC beyond his immediate workgroup until
compelling that Polly Pearson, The EMC INNOVATION NETWORK is he was given the opportunity to contribute to
EMC VP of Employment Brand & our virtual community where EMC|ONE.
Strategy Engagement, asked him EMCers debate, incubate, and
to be her co-community manager celebrate ideas and innovation.
on EMC|ONE’s Culture Talk In conjunction with the Innova-
community. Additionally, Dave’s tion Network, our annual Global
blog got such favorable reviews Innovation Conference includes a
inside EMC that he launched an breakthrough-idea contest called
external blog called “Dave Talks the Innovation Showcase. In
Shop.” 2009, we engaged the competitive
Today, Dave writes about all spirit of thousands of creative
areas of corporate life, including employees worldwide. Their chal-
topics tied to EMC’s employment lenge: come up with new ways to
brand. He has a strong following help EMC to help its customers
inside and outside of the company transform the way they compete, EMC’s Kathrin Winkler helped form the EMC
and is a clear EMC brand save money, reduce risk, and cre- Green Team and was later appointed as EMC
ambassador. ate value from their information. Chief Sustainability Officer.
17

18. Chapter
¥ LISTENING
5c. How EMC
employees can
address an undesirable
workplace situation or
resolve conflicts with
We understand how It is based on a relationship
their managers. of trust between employee
important it is to listen
and manager.
to our employees’ con- EMC trains both new and
cerns and promote a seasoned managers to give them
culture of openness and the skills they need to sustain a
responsible, trusting relationship.
accessibility. We provide We want to ensure that our lead-
many online and offline ers have the right DNA to be
channels that employees effective and develop teams to
succeed.
can use to tackle a work- Our EMC University curri-
place problem that culum includes 35 online or
they’re having with each instructor-led courses that focus
on management and leadership
other, with their manag- development. Their emphasis is
ers, or with a policy. on the “relationship responsibil-
And we encourage ity” that each person has with
colleagues and managers.
employees to use them.
Whether it’s done in a L EA D E R S AT A L L L EV E LS
wide-open medium We encourage our people to
“lead at every level.” That means
such as our EMC|ONE also taking an active role to
internal social network address conflict.
or in a private one-to- Given EMC’s global scale, our
employees are increasingly work-
one chat with a man- ing with people outside of their
ager, employees can organizations and outside of their
always be assured of home regions, and this can open a
door to challenges. As part of our
a response. ongoing training and develop-
ment philosophy, we offer courses
STA RT I N G O F F R I G H T and tools for EMCers at all levels.
In a company with a 43,000- They learn to develop strategies to
person workforce, it’s crucial to recognize the source of a conflict,
foster a culture of trust, responsi- and they gain skills to cope with
bility, and two-way communica- that conflict effectively.
tion. Many corporations in the We ask that managers regularly
past relied on the only model they hold ONE-ON-ONE MEETINGS with
knew of: a military-style model their direct reports to make sure
that operated on rank and rules, that communication remains open
leaving little room for discussion. and consistent. EMC Executive
Today, that approach has been Administrator Paula Cuddy found
more or less supplanted with one that sometimes, solving a conflict
that functions through honest is simpler than anticipated.
two-way communication across “I found that when I walked
all levels of the organization. into her office, started the con-
18

19. versation with a little humor, their team members offer and
then brought the problem that by taking action.
I was having to her attention, it Most of EMC’s workgroups
immediately jump-started a posi- operate a permanent ESMS
tive conversation,” says Paula. Action Committee composed
“In an atmosphere like ours, it of individual contributors,
was easy for me to address the managers, and senior leaders.
situation in a professional, open, All of the committee members
honest manner.” are dedicated to increasing satis-
faction by opening up new com-
TAKING IT FURTHE R munication forums and changing
We also encourage our employees policies as needed.
to turn to their human resources
representatives and senior leaders
when they need to address an
undesirable workplace situation.
If matters involve especially sen-
sitive issues, employees can go
directly to the General Counsel’s
office or EMC Board of Directors.
Paula Cuddy found her own way of
A CULTURE OF COMMU N I CAT I O N communicating with her manager.
EMC’s annual EMPLOYEE SATIS-
FACTION MEASUREMENT SURVEY (ESMS)
is a very important part of our
communication philosophy. It “I found that when I walked into her office,
offers employees a confidential
way to candidly identify work-
started the conversation with a little humor,
place concerns they may have. then brought the problem that I was
Administered electronically,
the survey is submitted to every-
having to her attention, it immediately
one and is available in 16 lan- jump-started a positive conversation.
guages. Our people make good
use of it; the response rate consis-
In an atmosphere like ours, it was easy
tently exceeds 90 percent. In for me to address the situation in a
return, EMC takes action from
the findings.
professional, open, honest manner.”
Every manager in the company
EMC Executive Administrator Paula Cuddy
receives the survey answers that
were submitted from his or her
workgroup, then, he or she shares
those results with the team to gen-
erate additional open, honest
discussion.
We believe that managers can
help improve the working envi-
ronment for the people they man-
age by listening to the ideas that
19

20. Chapter
ø THANKING
6. How EMC shows
appreciation and
recognition for
employees’ good
work and extra effort
EMC’s employees are Christine Fraser, Senior Director
or other achievements. of the Americas, won the award in
the best in their fields,
2009 for being a consummate pro-
and we know it. We also fessional who mentors, inspires,
know what drives them and encourages a big-picture view.
to excellence. It isn’t She said, “This award was
S U P P O R T I N G C O L L AT E R A L
completely unexpected, and I
• EMC CEO Joe Tucci takes
just a trophy or plaque, was very honored. EMC’s culture
the stage at the quarterly or even money. It’s their is one that really values the indi-
meeting to thank employees passion and their free- vidual. Even at a large company,
• EMC’s highest honor, there is a strong sense that each
the President’s Award
dom to express and use person’s contributions are signifi-
• How we thank employees, that passion. It’s the sat- cant. It sets EMC apart. If you do
by EMC VP Todd Pavone isfaction of working your job to the best of your abil-
ity, management expresses appre-
with colleagues who ciation and acknowledgement.”
have the same fire in
their bellies. It’s the THE INNOVATION SHOWCASE Now in
its third year, this contest draws
knowledge that the job hundreds of ideas from our global
well done was the job workforce. Part of the appeal of
they did. this contest is the powerful peer-
mentoring that occurs and the
That doesn’t mean we don’t global stage that EMC uses to
recognize all that they do for showcase everyone’s ideas (please
the company and our customers. refer to question 5b). The best part
Our expansive recognition pro- for the winners: They get EMC’s
grams single-out the things they commitment to develop their
enjoy: innovating, creating, and ideas into products, services, or
exceeding customer expectations. business processes. This contest
We have our corporate-level also features the “Peer Choice
awards, of course, and, from time Award,” where EMC employees
to time, groups within EMC also worldwide vote for the idea they
establish their own awards to believe has the greatest merit.
extol qualities they admire. Here’s
a selection of EMC awards: THE CORNERSTONE AWARD People
care how they’re viewed by their
THE JOHN HOWARD COMMON SENSE peers, and EMC employees are no
AWARD Named for the late exception. This peer-nominated
John Howard, an EMC Global honor goes each year to those
Marketing employee whose who best represent EMC to the
common sense, original thinking, 15,000 customers from 120 coun-
and willingness to buck conven- tries who are members of the
tion impressed all who knew EMC Community Network (the
him during his many years at online social network for EMC’s
EMC. This award, given annually, customers and partners). The
praises employees who possess award recognizes the employee
those same priceless traits. whose passion and engagement
20

21. are best reflected in the content
they contribute and the online
discussions they participate in.
THE FRIDAY AWARD This is another
peer-generated award. At the
close of each week, the external
world can find our employees
recommending one another on
Twitter as a “person to be fol-
lowed.” It’s a recognition that
the individual’s insights are
worth following—not just worth-
while to our employees, but also
for the larger IT community.
THE PRESIDENT’S AWARD The
President’s Award, EMC’s
highest annual honor, recognizes EMC CEO Joe Tucci thanks employees at one of the company’s quarterly all-hands meetings.
employee teams that have fur-
thered EMC’s mission and cor- President and General Manager, contributor, making the end
porate strategy. For example, Common Storage Platform Oper- result much greater than the
the 2009 President’s Award ations, said of the winners, “It’s sum of each person’s part.”
recognized the company’s not often that a team has the President’s Award winners
launch of flash-based enterprise chance to work on something are celebrated on stage at one
storage and went to a team of 22 really revolutionary and have to of EMC’s all-hands quarterly
technologists and other employ- keep it a big secret at the same meetings, with the ceremony
ees. Joel Schwartz, Senior Vice time. Everyone was truly a key also broadcast to thousands
THE JOURNEY TO THE
PRIVATE CLOUD
STARTS NOW | EMC WORLD 2010
Winners of the 2010 President’s Award.
21

22. of their global peers. Each team An EMC HR Representative “EMC’s culture is one
member receives a $5,000 cash
reward, an engraved crystal tro-
in Pleasanton, California, was
covered for organizing a crew of
that really values the
phy, and a signed and framed per- EMCers who brought $150 worth individual. Even at a
sonal letter of thanks from CEO
Joe Tucci.
of groceries to a homeless shelter
and served lunch to 60 homeless
large company, there is
adults and children. Another a strong sense that each
THE TOTAL CUSTOMER EXPERIENCE (TCE)
AWARD All EMC employees work
employee, based in tiny Horsefly,
British Columbia, was recognized
person’s contributions
with customers in some fashion, for founding a weekly computer are significant. It sets
and we like to reward those who
go the extra mile. That’s why we
class with decommissioned EMC
equipment. And a Senior Director
EMC apart. If you
launched the TCE program that of Inside Sales, was spotlighted do your job to the
taps into the passion in everyone
to excel and to exceed the expec-
for bringing groups of teens
from his church in San Carlos,
best of your ability,
tations of our customers. The California, to impoverished management expresses
annual TCE Excellence Corporate
Award recognizes those who do
communities in Mexico to build
homes.
appreciation and
just that with a crystal trophy and acknowledgement.”
cash awards.
Christine Fraser, Senior Director
THE CORPORATE R&R PROGRAM Every of the Americas
EMC organization runs a Rewards
& Recognition Program providing
cash awards between $200 and
$2,000 to recognize people who
go above and beyond their daily
jobs. Sometimes, they offer non-
cash rewards that may appeal to
the winners even more: things
such as tickets for great seats at
a sporting event or symphony
performance, or even a “night on
the town” consisting of dinner at
a posh restaurant and limousine
service for the whole evening.
SHINING A LI G H T
Sometimes just seeing your per-
sonal or professional achieve-
ments recognized is reward
enough. At EMC, we constantly
shine a light on these individuals
with feature stories, such as our
“Employee Spotlight” and “Meet
the Motivators” series run daily
on Channel EMC, our intranet Keren Pavese, an EMC employee recognized with an “Employee Spotlight” article on the
portal. Here’s a small sample: EMC intranet, Channel EMC.
22

23. Chapter
π DEVELOPING
7. How EMC helps
employees discover and
develop their talents,
challenge themselves
professionally, manage
How do we help our as staff meetings, e-mail, or instant
their careers, and messaging—or, increasingly, via
employees discover
enhance their personal social media channels such as
talents, challenge blogging, tweeting, and wikis.
growth.
themselves, and grow “I’ve been learning a lot here,”
professionally and says hardware engineer Jose
Medina. “I’m surrounded by
personally? We start people who are experts and
S U P P O R T I N G C O L L AT E R A L
by hiring the right who want to help me become
people. Our culture one too. But EMC also inspires
• A perspective on development me to take courses and become
at EMC, by three employees is an interconnected an expert at something—whatever
• How EMC helps employees fabric made of vibrant, it is I want to do.”
develop their careers, by
EMC employee Bali Kuchipudi
forward-moving,
S H A R I N G I N T E L L ECTUAL WEALTH
knowledge-thirsty Many of our employees go on to
people. share their expertise and best
practices by writing books. In
The pace of our workplace is such the past year, more than 160
that every day brings new chal- employees have become published
lenges, goals, peers, partners, and authors. Their books have
customers. For the right type of included a definitive technical
person, our hyper-growth climate textbook on IT written by 40
seems like an intellectual playpen EMCers called Information Storage
filled with programs, training, and and Management, a book written
development tools to grow and by an engineer about the process
thrive at EMC for the long term. of innovation entitled Innovate
Our focus is to keep up with the With Influence, a book on working
intellectual thirsts and demands motherhood co-authored by 96
of our highly motivated work- EMC working mothers, and an
force. Our training and develop- e-book on top strategies for land-
ment strategy includes: ing a job in today’s tough job mar-
ket written by 10 EMC recruiters.
O N -T H E- J O B T EAM I N G A N D
P R O B L E M S O LV I N G TO P -S H E L F T R A I N I N G AND
We encourage real-time, on-the- D EV E LO PM E N T P R O G R AMS
job problem-solving and collabo- In 2009, EMC UNIVERSITY (EMC’s
ration. Our workforce is filled workforce training and develop-
with IT industry experts who ment organization) was honored
mentor one another daily. As they when, for the third consecutive
learn from a new problem that year, it placed among the top five
they’ve solved or a new challenge on Training magazine’s prestigious
posed to them by a customer or list of 125 companies with leading
prompted by an industry shift, employer-sponsored workforce
they’re transferring that knowl- training and development pro-
edge among one another in real grams. This marked our sixth
time. This transfer can happen consecutive year as one of the
through traditional means, such world’s premier companies on
23

24. “I’m surrounded by people who are experts and
who want to help me become one, too.”
Jose Medina Hardware Engineer Jose Medina
the magazine’s Top 125 list, in multiple areas within EMC business strategy. The OTR team
thereby elevating us to an Finance,” he says. helps the managers know what
emeritus-level winner. At Pathways, Michael con- their people need to know in
Through EMC University, our nected with a manager in EMC’s order to get ahead.
employees tap into a course cata- Procurement organization who Additionally, our employees,
log of hundreds of customized, in- then met with him the following in a yearly survey, tell us how well
classroom or online professional week to explore opportunities. we’re doing with our leadership
development and training pro- Michael was thrilled leaving the and development efforts and
grams—both technical, soft skill, event, and today he is a proud where we can improve.
and organization-specific. member of EMC’s Procurement
organization.
CREATIVE PR ACT I C ES I N
MANAGEMEN T A N D H R J O B R OTAT I O N : T H E E MC BU F F ET
Our managers take their jobs seri- At EMC, we’re committed to
ously. In the past year, 84 percent nurturing talent from within our
of our managers, nearly 4,000 ranks by offering job rotations—
people globally, have taken at a “buffet” of roles and functions
least one EMC University course that employees can taste for
to help them improve their man- themselves.
agement and leadership skills. Seven of our organizations
Leading publications such as now have eight- to 36-month
Human Resources Executive have ROTATIONAL PROGRAMS for new
recognized our HR leaders for college hires. Employees who
being tops in their field. partake in these job rotational
To support EMC senior programs learn specific functions
leaders, these HR teams design while becoming familiar with the
and apply cutting-edge practices “upstream” and “downstream”
for talent management, succession organizations that rely on them. Amazon.com is just one place students can
planning, development planning, “The value of a rotational find EMC’s definitive technical textbook,
Information Storage and Management.
horizontal development, and program doesn’t only involve
more. experiencing different areas of the
Carol Macura, while working business; the value also comes in
as HR Business Partner to EMC’s the form of working with so many
Finance organization, designed different people. With each rota-
one of these programs, an internal tion, your network grows larger,
career fair called “PATHWAYS” to helping you become more produc-
spotlight the facets of EMC tive and more successful with each
Finance. All employees were role you take,” says Mark Zurlo,
invited to attend. For Michael Associate, EMC Marketing Lead-
Perette, EMC Commodity Spe- ership Development Program.
cialist, Pathways was invaluable.
“With the support of my manager, S H OW M E T H E F E E D BAC K
I attended Pathways to build my How do we know our develop-
professional contacts and learn ment efforts are getting the job
about other areas of the business. done for our people? Because we
I was able to get organizational ask. Our ORGANIZATION AND TALENT
overviews and gain an under- REVIEW (OTR) team works with EMC’s workforce is filled with industry experts
standing of growth opportunities managers on a 12- to 18-month who mentor one another daily.
24