Engaging Our People

We know that our employees have to care for themselves before they can care for others. In 2009, we created a new employer brand framework for employees to easily understand both the tangible and intangible benefits of working at Life Technologies. This framework includes benefits, rewards, opportunities to make an impact in the community and world, development programs, and networking opportunities that enable employees to take advantage of the options that will best support them in their drive to make life even better

Development

To empower employees to share in determining their career path, the new career framework also helps employees understand job requirements and potential opportunities.

We recognize the importance of development and performance conversations an employee can have with his or her manager. Life Technologies therefore administers a formalized quarterly dialog process between each employee and his or her manager. This ongoing conversation is designed to address challenges and opportunities as they arise.

Additionally, Life Technologies tracks engagement through survey. While quarterly dialogs are useful in managing individual relationships, the survey is designed to help assess employee engagement and job satisfaction collectively. We believe the fast-moving culture of science and discovery has a great deal of influence on our culture, and by constantly monitoring engagement, we are able to respond quickly and make changes as deemed necessary.

Read about our training performance.

Network

Life Technologies recognizes the need for employees to build relationships and maintain open dialog with colleagues through professional networks and the greater community.

Life Technologies has had an active IWIN (International Women’s Influential Network) for several years. In 2006, this group identified the need for an internal mentor program to help with personal and professional development. With multiple global locations and several different generations of employees in the company, bridging the cultural and generational gap is important to driving strong working relationships.