Note: A version of this article appears in our second Nielsen Global Responsibility Report, published in June 2018.
我们的宗旨是帮助我们的客户和我们所服务的市场更高效地运营。尼尔森的人力资源（HR）团队每天都在为实现这一目标做出贡献，我们赋予员工权力，帮助我们的业务取得成功。
我们致力于培养未来的领导者，并营造一种奖励绩效和创新的文化，这意味着我们将专注于确保最强有力的员工吸引和奖励计划，并营造一种鼓励员工冒险开发和测试新创意的环境。1923 年，阿瑟-C-尼尔森（Arthur C. Nielsen）以同样的进取精神创立了我们的企业；如今，我们的员工将这一精神发扬光大，开发并实现新的创新，为我们的客户、投资者以及我们生活和工作的社区创造价值。
每个部门、每个层级的每位员工都在实现下一个目标的过程中发挥着作用，因此，我们每个人都必须明确公司使命与我们自身独特贡献之间的联系。当我们回顾尼尔森正在进行的盖洛普员工敬业度调查结果时，我们会意识到这种联系是多么重要。这是我们重振员工敬业度、为员工创造最佳体验的关键部分。
Our ongoing commitment to systematic employee engagement surveys is the first step in how we will continue to create a cultural change at Nielsen. It helps us measure progress across the individual, team and organizational levels. Our associates tell us that our culture is one where a commitment to quality is reflected across all aspects of our organization, and where everyone’s opinion matters. This is a sign that our founding principles of respect and reliability are still very much present today, and that trust and integrity continue to be guiding lights for Nielsen. Engagement levels have a strong cascading pattern, so we will continue to focus on engaging managers in order to create more engaged associates. We also know that we all have a role to play in creating a great work environment for everyone.
我们的人力资源团队与整个尼尔森的同事通力合作，通过让每一位员工每天都发挥出最佳水平来实现我们的集体目标，这让我每天都充满活力。
Learn more about our approach with our people and our talent strategy in our second Global Responsibility Report.
