4   Setting a Purpose and a Vision

Baker Hughes is a $22 billion provider of technology and services to develop oil fields. Most of their 60,000 employees don’t sit in offices at computers, says Ryan Hill, the director of total rewards, global and executive compensation. “They’re on ships, on drilling platforms in the Gulf of Mexico, in the remote plains of North Dakota. They’re working in West Texas and talking on a cell phone to someone in Louisiana or Dubai.” Employees work in 70-plus countries around the globe.

Growing recognition in such a disparate and decentralized company begins with setting a vision: What will recognition achieve? How can it reinforce company values? How will recognition work in harmony with the ways people ...

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