To understand where our organization is headed, it helps to understand our past. Many of our brands have more than a century of experience delivering water solutions, but Xylem did not become a stand-alone public company until our spinoff from ITT Corporation in 2011. Since then, we have been transforming from a conglomerate organization into an operating company, purposefully building a Xylem culture that extends across our family of brands and hundreds of locations around the globe.
Employee engagement surveys are one valuable tool that we’ve used since becoming an independent company to evaluate our progress and develop a more Xylem-centric culture. We use both large-scale surveys and small pulse surveys in our various business units and geographic markets to gauge employee morale, and to solicit feedback and ideas on how we can improve business results and be the best employer possible.
Surveys have also been used to help us manage the change brought by one of our largest acquisitions to date. With the integration of Sensus’ 3,500 employees and their unique skills and capabilities, it’s a new day at Xylem. Shortly after the acquisition, we conducted high-level assessments with the integration leadership team on cultural similarities, differences and gaps between the two organizations. We will expand on that work through a 2017 company-wide survey, to be conducted in June, which will include evaluations of culture for the first time. From there, we will identify ways to actively shape and evolve the culture of our combined organization.