Richard Deal, SVP, Chief Human Resources Officer, FICO


  • After two years of using Glint, FICO has significantly improved employee engagement, as well as critical engagement drivers and business outcomes.
  • Glint has provided key insights into areas employees felt were important, helping to change the way FICO does business.
  • Intuitive dashboards give managers real-time insight into their teams, helping to identify and resolve engagement issues that had previously gone unnoticed.
  • By introducing new programs and initiatives based on the recommendations of Glint data, FICO has quantified the effects of engagement initiatives through increased driver scores for Resources, Communication, Work-life Balance and Rewards.

Key Business Benefits

  • Steady, 11% increase in engagement, as well as significant increases in areas including Work-Life Balance, Resources, Rewards, and Communication
  • 5 consecutive quarters of reduction in undesired attrition


FICO is a Silicon Valley-headquartered analytics software company that helps businesses drive higher levels of growth, profitability, and customer satisfaction. Founded in 1956, FICO uses big data and mathematical algorithms to predict consumer behavior, and its analytic solutions are used in multiple industries. With more than 3,300 employees across 27 countries, FICO provides tools to manage risk, fight fraud, build more profitable customer relationships, optimize operations, and help meet strict government regulations.


As FICO’s business became increasingly global and complex, keeping the organization connected and focusing on the drivers of workforce engagement became increasingly important. FICO’s leaders wanted to embed a specific message into their internal dialogue: “High organizational performance is driven by highly engaged people – and highly engaged people are largely the product of highly effective management behavior.” The challenge involved putting a measurement system in place capable of regularly taking the “pulse” of the organization – and then leveraging that data to drive increased accountability for valued-added change.

Previously, FICO had partnered with a leading consulting company for a number of years to measure employee engagement through an annual survey. Long stretches of time between survey close and the availability of results, along with a manually intense reporting process, reduced the survey’s perceived effectiveness. Additional reports for employee demographic segments came at an additional cost. FICO found it was paying a premium cost for content and tools that people weren’t accessing or making use of because the data felt obsolete by the time they received it. In addition, annual measurement cycles made it difficult to reinforce accountability.

“The simple fact of the matter is, engagement is dynamic – if you don’t measure it regularly and act upon findings promptly, it’s hard to influence,” said Deal.


FICO turned to Glint in 2014 with the goal of providing managers and leaders with more frequent, actionable insights into increased engagement and performance across the organization. FICO now pulses employees quarterly and delivers results to managers immediately – all at significant savings and with no additional cost for increased frequency or interactive results.

Glint’s frequent pulses allow managers to access the most current insight for their teams, and FICO’s leadership team relies on the results when setting priorities and communicating to all employees.


With Glint, FICO has transformed its approach by integrating ongoing employee feedback into its organizational strategy. Managers and leaders have embraced employee feedback to make both local and organization-wide changes that have led to measurable improvements in engagement, specific driver scores, and business outcomes. This ability to make informed decisions using real-time data has promoted a people-centric culture that drives the direction and success of the company.

For example, after Glint identified an opportunity involving a high-impact engagement driver related to communications, FICO took steps to reengineer its communications approach.  As a result, the organization was able to increase its Communication score by 12% and saw overall engagement improve.

Further, Glint helped surfaced an opportunity involving the perceived value of the company’s rewards program. Leadership responded by making changes to both its incentive bonus plan design and its use of long-term incentives. Importantly, they also communicated these changes, emphasizing the linkage between organizational performance and the funding of reward pools. As a result, the Rewards score improved by 17%.

By analyzing longitudinal data from frequent pulses, FICO found Resources and Work-life Balance to be two major pain points for employees. According to Deal, they had always known these were issues, but they had been unable to put a fine point on it. The Glint dashboard allowed them to identify exactly where these issues were and how to address them. As a result, FICO’s scores in both engagement and Resources rose by 11%.

Armed with frequent insights and the guidance to make change, FICO’s undesired attrition rate has steadily declined and now compares very favorably against market norms.

“Our people make decisions every day about where they want to build their careers,” said Deal. “Glint’s frequent insights and action planning tools are an integral part of our strategy to attract, engage and retain the very best talent.”