People At the core of our culture is a spirit of passion, a strong work ethic and a deeply collaborative approach.

At HARMAN, we’ve never been followers. Innovation is driven by our creativity and collaboration. And while we have a singular vision of staying far ahead of the competition, it’s our knowledge, expertise and diverse perspectives and experiences that drive our ability to remain a transformative force in the marketplace. That’s precisely why we call upon our thousands of engineers, designers and manufacturing teams around the world to lead the way in promoting an inclusive, synergistic work environment. We believe our success as an organization is vastly enhanced by the intellectual and cultural diversity that results from recruiting the best and brightest talent from all corners of the globe, as well as our ability to diversify and engage our teams. Our work force includes professionals with a broad spectrum of skill sets, backgrounds, heritages and identities that, when combined, strengthen our capacity for innovation.

As of June 30, 2016, we had approximately 26,000 full-time employees (29,000 total), including approximately 7,300 employees located in North America and approximately 18,700 employees located outside of North America.

HARMAN Women’s Network:

Engaging and leveraging the diverse talents of women across the globe is central to our vision of diversity, inclusivity and continuous improvement: empowering the women of HARMAN to achieve superior individual and business results that create a sustainable and competitive advantage.

The HARMAN Women’s Network (HWN) is a voluntary employee business resource group that is open to all employees. It works to cultivate women’s leadership, advancement and career-broadening opportunities through a variety of tools and forums that include the Listen Up! speaker series, networking and skill-building programs.​ The HWN is important to attracting, developing and retaining successful women across the company.

We’re proud that our senior management team is among the best in their respective fields and that they have substantial global experience. We are also proud that over 90 percent of our regional leaders come from their respective geographies. We also strive to promote from within with 75 percent of the CEO-2 level openings in fiscal year 2016 filled with internal leaders.

We believe in investing in our employees, and we continually look for ways to promote personal career development. We offer a variety of measures to balance individual development with company growth, such as hands-on experience and formal training programs that encourage our people to excel at what they do.

HARMAN University, our comprehensive online and location-based learning resource, is designed to develop leadership, business, functional and technical skills, to further stimulate a learning culture and provide meaningful opportunities for employees’ professional development and maximize the brilliance of HARMAN's extraordinary talent, ultimately making our company stronger and more successful.

HARMAN’s People Cycle is an established process that aligns individual targets and development plans to key business goals and then encourages continuous feedback that helps our employees achieve high performance and growth.

• Our online talent management system enables employees to track their performance and be more involved with career development. It also provides leadership with data to inform decisions on learning needs and succession management
• In addition to online resources and personalized development plans, HARMAN conducts an ongoing succession planning process for senior management and other key executives
• Approximately 8,800 employees^⁕ (excluding HARMAN Connected Services) receive regular performance reviews.
• All HARMAN Connected Services employees (over 7,600 individuals) receive regular performance reviews.
• In total, over 16,000 employees (55 percent of our entire global workforce) receive regular performance reviews.
• ^⁕Global Grade 8 and above, which includes non-exempt office staff/entry-level professionals.

Our HARMAN Heroes program recognizes and rewards high-performing employees who embrace and exemplify our values, demonstrating their commitment to HARMAN’s standards, principles and strategy.

For HARMAN, success doesn’t just mean healthy financials. It also means creating an environment that ensures all of our workers’ safety, health and wellness. It means respecting the natural world around us by upholding stringent environmental regulations. And it means enacting multi-faceted sustainability initiatives at our operations across the globe.

• We conduct internal health and safety audits to identify non-conformance areas and opportunities for facility improvement in the health and safety process.
• We provide regional employee training on health and safety metrics reporting.
• We collect metrics on a monthly basis that include hours worked, number of injuries, and number of lost time injuries.

Of the five HARMAN facilities that have formal agreements with trade unions, the Querétaro and Germany facilities’ collective bargaining agreements include health and safety topics related to the working environment (sexual harassment, working hours, etc.) and applicable regulations. In Querétaro, forty-nine percent of employees are covered by a collective bargaining agreement, while eighty-three percent of employees in Germany are part of the trade union.

HARMAN maintains health and safety committees comprised of site managers and plant operations personnel to support a positive and safe workplace. Approximately 9 percent of the total workforce – roughly one out of every 11 employees – participates in formal health and safety committees. Their responsibilities vary by location and division and are guided by local labor regulations and requirements.

‘Good enough’ is not acceptable at HARMAN. We evolve our policies and practices, aiming to further improve our performance in health and safety at every opportunity.

• Our India facilities conduct a monthly safety forum for all employees to discuss various health and safety concerns
• In our Brazil manufacturing plants, an internal accident prevention group, comprising elected employees, identifies situations that could lead to health and safety incidents before they occur and focuses on taking actions to prevent and bring awareness to these issues