Atracción, desarrollo y retención de talentos
Descubrir y desarrollar la fuerza laboral que llevará a Greif hacia el futuro.
Reflejos
- Greif’s ability to attract, develop and retain top talent worldwide enhances our Build to Last Strategy and business success. Our Global Talent Center works with Human Resources Business Partners and regional representatives to execute a balanced approach to talent management that is consistent, centralized and aligns with local laws and regulations.
- Our year-round succession planning process creates more touch points with our colleagues, improves the diversity of our talent pipeline and identifies development needs and engagement opportunities for high-potential colleagues.
- To stay competitive and to show our commitment to our colleagues, we continually evaluate our compensation program, benefits and associated policies. In 2022, we updated our benefits by expanding parental leave to production colleagues.
Por qué es importante atraer, desarrollar y retener talento
Greif’s ability to attract, develop and retain top talent worldwide enhances our Build to Last Strategy and business success. By putting the right people in the right place at the right time, we can deliver the legendary customer service we strive for. Our strategy and objectives require us to cultivate a diverse, engaged and talented workforce that reflects the communities in which we operate. Our talent management programs span the globe, ranging from recruitment to succession planning.
Gobernancia
Greif’s Global Talent Management Strategy and Philosophy set our global standards for performance management, training and development activities, recruitment and career planning and guide our talent attraction, development and retention programs implemented by our Global Talent Center. Our Executive Vice President, Chief Human Resources Officer oversees these programs. Our Global Talent Center works with Human Resources Business Partners and regional representatives to execute a balanced approach to talent management that is consistent, centralized and aligns with local laws and regulations. We have a dedicated group of 17 colleague engagement core team members and 69 engagement champions – highly engaged colleagues who demonstrate strong leadership capabilities and work to support engagement in their teams and business units. The engagement champions participate in monthly conversational sessions to better equip them to share best practices in driving engagement globally.
We constantly look for new ways to engage our colleagues. For example, our Spark program provides an opportunity for any colleague to create a post on the Spark feed to congratulate, thank or give kudos to another colleague. Another program is our global quarterly Champion program, where colleagues are nominated by their managers or peers and around eight are selected by the ELT for exceptionally embodying The Greif Way. Additionally, our inaugural Watson Award for Servant Leadership recognizes managers and their team members for their principled actions in serving the needs of others first, as measured by achieving the highest marks on our annual colleague engagement survey. Three managers from Greif locations around the world were honored with this award in 2022.
To overcome challenges during the COVID-19 pandemic, we adapted to alternative and remote work processes that supported and protected our employees while maintaining business continuity. Greif continues to embrace new work environment trends as candidates voice their priorities. To remain competitive in talent attraction and retention, we have continued remote and hybrid working policies where possible, determined on a case-by-case basis for each new role posted. When positions are remote, we provide pay transparency to comply with local regulations. This remote setting extends to our use of virtual interviews and plant tours.
Greif Internship Programs
Since our internship program’s launch in 2018, we have hired 152 interns, including 42 in 2022. Interns are provided extensive opportunities for professional development, networking and collaboration. Internship opportunities are available in our corporate and manufacturing facilities and focus on providing opportunities to participate in cross-functional projects and observe how we operate and make business decisions. We continue to develop our relationships with local universities, which have remained essential partners in identifying talented candidates. In 2023, we look to expand these partnerships and internship programs globally. Please see our Página de carreras Para oportunidades de pasantías actuales.
Training and development are integral aspects of our development strategies. In 2021, we launched Greif University, and in 2022, we expanded our offerings of strategic learning topics such as the Greif Business System, compliance and leadership development. Through Greif University, we continued our Know and Grow with Greif program, a global offering of monthly instructor-led presentations. Greif University enables us to integrate compliance and code of conduct training better and provide ease of access to relevant and engaging learning for our colleagues. When needed, we incorporate regional training programs to supplement global training. We utilize Greif University alongside our current LMS (Skillport) to track required training information to ensure compliance with internal policies and applicable regulations. We currently offer over 260 learning modules on Greif University and around 350 courses via Skillport. Since implementing Greif University, we have seen increased learning material utilization and higher completion rates, including 3,238 Greif colleagues who accessed Greif University in 2022. We also launched Workday Learning in 2022, allowing colleagues to connect their performance to the training they receive.
In 2022, we debuted our Lead to Last program, Greif’s Global Leadership Development Framework. This program, offered through Greif University, provides all global leaders with a unified model for leadership expectations, with cohorts launching every month. This training is conducted in 12-week cycles where participants focus on inclusive, safety and values-driven leadership. In March 2023, we introduced translated sessions in Spanish and will implement simplified Chinese and Portuguese by July 2023. Lead to Last will equip leaders with six critical practices empowering them to:
- Desarrollar una mentalidad de líder
- Realizar reuniones individuales periódicas
- Prepare a su equipo para obtener resultados
- Crear una cultura de retroalimentación
- Lidere a su equipo a través del cambio
- Gestiona tu tiempo y energía
Greif seeks to maintain an ongoing performance dialogue with colleagues. Our performance management allows us to effectively communicate performance expectations and conduct annual performance appraisals. Competency frameworks enable the assessment and development of our colleagues’ knowledge, attitudes, skills and behaviors. All professional, clerical and administrative colleagues — approximately 29 percent of Greif’s workforce —participate in an annual Performance Development Review through Workday. The process consists of self- and manager evaluations of performance against job-specific competencies. In 2022, 80.2 percent of eligible colleagues completed Performance Development Reviews. As part of our global talent management processes, we encourage leaders to conduct quarterly check-ins and focus on Individual Development Plans (IDPs) to support opportunities for colleagues to learn and develop. Greif provides resources for managers to successfully communicate with their team to create IDPs, progress on their career path, set short and long-term goals and negotiate fair wages. In 2023, we are exploring opportunities to utilize mentorship programs, internal certified coaches and career pathing implementation. We believe implementing these programs, alongside a deeper discussion of individualized goal setting, will promote further employee engagement. In addition to team engagement, town halls are available to all colleagues with computer access. Company-wide global town halls, BU town halls and BU regional town halls are all available, and colleagues are supported to ask questions before and during and provide feedback after.
100 Most Loved Workplace
Greif made Newsweek’s list of Most Loved Workplaces in 2021 and 2022. The results are determined by surveying more than 800,000 employees on a variety of topics areas, including employee feelings of inclusion, respect and alignment with personal values. The survey also gauges employee feelings of support in achieving results, a positive vision for continuous improvement, and overall employee satisfaction.
Greif is proud to have earned a spot on the list, and we will continue making Greif a great place to work.
To ensure we have an appropriate talent pipeline to enable future success, our Talent Review process informs our succession planning, following a standard global cadence for director-level and above roles. Our succession planning process, available year-round, was developed to create more touch points with our colleagues, improve the diversity of our talent pipeline and identify development needs for high-potential colleagues. An annual talent calibration session with our Executive Leadership Team and a Board review of our succession plans support the process. This concludes our second year of automating our talent review and succession planning process through our Workday system across all global business units. This process allows us to assess our talent through 9-Box Reviews and capture succession beyond the director level, leading to a better understanding of our talent pipeline and the composition of our future workforce.
In 2022, we continued our company-wide internal colleague engagement survey using the Gallup Q12 survey. We surveyed in multiple languages for our global workforce and achieved a 90 percent response rate. This past year, we made significant changes by removing Flexible Products and Services (FPS) from our survey population due to its divestment, affecting our percentile placement. However, when accounting for the same colleague population, engagement has continued to increase year over year. As part of our reporting to Executive Leadership, we demonstrated the link between improved colleague engagement and greater performance across key business measures, including safety, customer service, financial and human capital metrics. Based on local survey results, the Gallup platform provides managers with targeted learning resources to increase colleague engagement. These resources help inform and empower our local leaders as they construct action plans to drive colleague engagement. In 2022, local leaders submitted over 1,195 action plans.
Nuestro compromiso con nuestros colegas
To stay competitive and to show our commitment to our colleagues, we continually evaluate our benefits and associated policies. In 2022, we updated our paid leave benefits by expanding parental leave to production colleagues. We are piloting a program to expand our Employee Assistance Program (EAP) globally. While eligibility for additional benefits and policies varies by region and country, Greif’s global benefits include the following:
Paid leave including:
- Duelo
- Licencia por violencia doméstica
- Licencia médica y familiar
- Incapacidad a corto plazo
- Incapacidad a largo plazo
- Permiso parental
- Baja por enfermedad
- Jury duty
- Vacaciones
- Remuneración justa
- Opciones de trabajo flexibles y remotos
- Cuidado de la salud
- Pago de horas extras
- Voting Time Off
Metas, progreso y desempeño
Objetivos para 2025:
- 100 percent of permanent colleagues will participate in regular performance development discussions by the end of fiscal year 2025.
- Using fiscal year 2017 baseline, increase average hours of annual training per colleague by 50 percent by the end of fiscal year 2025.
- 100 percent of colleagues will be covered by parental leave by the end of fiscal year 2025.
In making significant progress toward our 2025 goals, continuous improvement has been a focal point for talent attraction, development and retention. Roughly 80.2 percent of our eligible professional, clerical and administrative colleagues received performance reviews in 2022. To reach our 100 percent goal, we will continue to educate these colleagues about the benefits and value of Greif’s performance reviews and the requisite steps to complete the process. In 2023, we will evaluate our review process for our production colleagues and the possibility of including them in our goal.
Through continued growth and access to training and development resources, as well as the implementation of Greif University, we have accomplished our training goal, reaching 5.35 hours of training per colleague. In 2022, we began developing new goals and targets for 2030 to encourage employee training and development. These new goals will guide our future training efforts toward continuous improvement.
Due to expanding our parental leave policy to production colleagues, in 2022, we increased our coverage to 99 percent. This has been a significant step toward reaching our 2025 goal. In the future, we will focus on closing the gap in Europe, the Middle East and Africa and verifying that parental leave reported is in line with Greif’s standards.
COMPAÑEROS CUBIERTOS POR POLÍTICAS DE LICENCIA POR PATERNIDAD
| Año fiscal 2019 |
Año fiscal 2020 |
Año fiscal 2021 |
Año fiscal 2022 |
|
|---|---|---|---|---|
|
Total
|
56% |
62% |
68% |
99% |
|
Asia Pacífico
|
28% |
29% |
100% |
100% |
|
Europe |
99% |
96% |
96% |
96% |
|
América Latina |
100% |
100% |
100% |
100% |
|
América del norte |
18% |
33% |
32% |
100% |
|
|
FY 2018 |
Año fiscal 2019 |
Año fiscal 2020 |
Año fiscal 2021 |
Año fiscal 2022 |
|
Horas de formación por colega* |
|||||
|
2.6 |
5.5 |
5 |
5.38 |
5.35 |
|
6 |
3.2 |
2 |
8.6 | 5.6 |
Colleagues eligible for compliance training in Skillport |
- | - | - | - | 3,344 |
Managers eligible for compliance training in Skillport |
- | - | - | - | 1,314 |
|
Promedio de horas de formación por género^ |
|||||
Masculino |
- | - | - | - | 3,344 |
Femenino |
- | - | - | - | 1,314 |
|
Colegas que realizan evaluaciones de desempeño periódicas3 |
85% |
92% |
89.1% |
87% |
80.2% |
|
Colleagues Completing Regular Performance Reviews by gender, In Progress2 |
|||||
Masculino |
- | - | - | - | 595 |
Femenino |
- | - | - | - | 180 |
|
Colleagues Completing Regular Performance Reviews by gender, Cancelled |
|||||
Masculino |
- | - | - | - | 50 |
Femenino |
- | - | - | - | 38 |
|
Colegas que completan evaluaciones de desempeño regulares por género, completadas exitosamente |
|||||
Masculino |
- | - | - | - | 1,518 |
Femenino |
- | - | - | - | 890 |
^Includes eligible professional, clerical and administrative colleagues.
Programa de Becas Greif
En 2007, Greif estableció un programa de becas para ayudar a los hijos de nuestros colegas que planean continuar su educación en programas universitarios o de escuelas vocacionales. Los beneficiarios de las becas se seleccionan en función de la necesidad financiera, el historial académico, el liderazgo demostrado, la participación en actividades escolares y comunitarias, los honores, la declaración de aspiraciones y objetivos educativos, las circunstancias personales y familiares inusuales y una evaluación externa.
El programa es administrado por Scholarship Management Services, una división de Scholarship America. Scholarship Management Services es el diseñador y administrador más grande del país de programas de becas y reembolso de matrícula para corporaciones, fundaciones, asociaciones e individuos. Los premios se otorgan independientemente de la raza, el color, el credo, la religión, la orientación sexual, el género, la discapacidad o el origen nacional. Scholarship Management Services realiza la selección de los beneficiarios. En ningún caso, ningún funcionario o colega de Greif participa en la selección. En 2023, apoyamos 60 becas. Desde 2007, 336 estudiantes de todo el mundo han recibido becas patrocinadas por Greif.
Universidad de Greif
En 2021, lanzamos Greif University, nuestra plataforma de capacitación con diferentes ofertas de aprendizaje estratégico. Greif University funciona como un lugar unificado al que todos los empleados pueden acudir para desarrollarse. Actualmente, ofrecemos más de 20 000 cursos y módulos de aprendizaje de fuentes internas y externas en diferentes categorías, que incluyen Excelencia en el servicio al cliente, Salud y seguridad ambiental y Liderazgo y desarrollo profesional. Cada módulo está disponible en inglés y español para capacitar a los empleados en su idioma local. Desde el lanzamiento de Greif University, ha habido un aumento significativo en el uso de materiales de desarrollo y mayores tasas de finalización de la capacitación. También actualizamos Greif University a principios del año fiscal 2023, ampliando el acceso de los colegas a los cursos de LinkedIn Learning.
Lanzamiento y puesta en marcha a nivel mundial del programa Lead to Last
El programa Lead to Last de Greif, lanzado en 2022 como parte de nuestro marco de desarrollo de liderazgo global, brinda a todos los líderes globales un modelo unificado de expectativas de liderazgo. Esta capacitación se ofrece a través de Greif University y se lleva a cabo en ciclos de 12 semanas en los que los participantes aprenden sobre liderazgo inclusivo, seguro y basado en valores. Lead to Last se centra en dotar a los participantes de la capacidad de:
- Desarrollar una mentalidad de líder
- Realizar reuniones individuales periódicas
- Prepare a su equipo para obtener resultados
- Crear una cultura de retroalimentación
- Lidere a su equipo a través del cambio
- Gestiona tu tiempo y energía
Greif will introduce Lead to Last sessions in Spanish, Chinese and Portuguese over 2023.
