人才吸引、发展和保留
发现并培养能够带领 Greif 走向未来的员工队伍。
亮点
- 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.
Why Talent Attraction, Development, & Retention Matters
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.
治理
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 Careers page for current internship opportunities.
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:
- 培养领导者的心态
- 定期举行一对一交流
- 组建团队，取得成果
- 创建反馈文化
- 带领你的团队度过变革
- 管理你的时间和精力
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.
Our Commitment to Our Colleagues
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:
- Bereavement
- Domestic violence leave
- Family and medical leave
- Short-term disability
- Long-term disability
- 育儿假
- Sick leave
- Jury duty
- Vacation
- Fair remuneration
- Flexible and remote work options
- Health care
- Overtime pay
- Voting Time Off
目标、进展与表现
2025年目标：
- 到 2025 财年末，100% 的长期同事将参加定期绩效发展讨论。
- 以 2017 财年为基准，到 2025 财年末，将每位同事每年的平均培训时间增加 50%。
- 到 2025 财年末，100% 的员工将享受育儿假。
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.
受育儿假政策保护的同事
| 2019 财年 |
2020 财年 |
2021 财年 |
2022 财年 |
|
|---|---|---|---|---|
|
全部的
|
56% |
62% |
68% |
99% |
|
亚太地区
|
28% |
29% |
100% |
100% |
|
欧洲 |
99% |
96% |
96% |
96% |
|
拉美 |
100% |
100% |
100% |
100% |
|
北美 |
18% |
33% |
32% |
100% |
|
|
2018 财年 |
2019 财年 |
2020 财年 |
2021 财年 |
2022 财年 |
|
每位同事的培训时长* |
|||||
|
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 |
|
各性别平均培训时长^ |
|||||
男性 |
- | - | - | - | 3,344 |
女性 |
- | - | - | - | 1,314 |
|
完成定期绩效评估的同事3 |
85% |
92% |
89.1% |
87% |
80.2% |
|
Colleagues Completing Regular Performance Reviews by gender, In Progress2 |
|||||
男性 |
- | - | - | - | 595 |
女性 |
- | - | - | - | 180 |
|
Colleagues Completing Regular Performance Reviews by gender, Cancelled |
|||||
男性 |
- | - | - | - | 50 |
女性 |
- | - | - | - | 38 |
|
按性别划分的定期绩效评估完成情况的同事，已成功完成 |
|||||
男性 |
- | - | - | - | 1,518 |
女性 |
- | - | - | - | 890 |
包括符合条件的专业、文职和行政同事。
Greif 奖学金计划
2007 年，Greif 设立了奖学金计划，以帮助计划继续接受大学或职业学校教育的同事子女。奖学金获得者的选拔基于经济需要、学业成绩、领导才能、学校和社区活动的参与、荣誉、教育愿望和目标声明、特殊个人和家庭情况以及外部评估。
该计划由 Scholarship Management Services（Scholarship America 的一个部门）管理。Scholarship Management Services 是美国最大的奖学金和学费报销计划设计者和管理者，面向企业、基金会、协会和个人。奖学金的颁发不分种族、肤色、信仰、宗教、性取向、性别、残疾或国籍。奖学金管理服务负责选择获奖者。在任何情况下，Greif 的任何官员或同事都不会参与选择。2023 年，我们支持了 60 项奖学金。自 2007 年以来，来自世界各地的 336 名学生获得了 Greif 赞助的奖学金。
格瑞夫大学
2021 年，我们推出了 Greif 大学，这是我们的培训平台，提供不同的战略学习课程。Greif 大学是所有员工都可以去发展的统一场所。我们目前提供来自内部和外部来源的不同类别的 20,000 多门课程和学习模块，包括卓越客户服务、环境健康与安全以及领导力与专业发展。每个模块都提供英语和西班牙语版本，以便以当地语言培训员工。自推出 Greif 大学以来，开发材料的使用量显著增加，培训完成率也更高。我们还在 2023 财年初升级了 Greif 大学，扩大了同事对 LinkedIn 学习课程的访问权限。
在全球推出并推广 Lead to Last 计划
Greif 的 Lead to Last 计划于 2022 年启动，作为我们全球领导力发展框架的一部分，为所有全球领导者提供统一的领导力期望模型。该培训通过 Greif 大学提供，以 12 周为周期，参与者将学习包容性、安全性和价值观驱动的领导力。Lead to Last 专注于让参与者具备以下能力：
- 培养领导者的心态
- 定期举行一对一交流
- 组建团队，取得成果
- 创建反馈文化
- 带领你的团队度过变革
- 管理你的时间和精力
Greif 将于 2023 年推出西班牙语、中文和葡萄牙语的 Lead to Last 课程。
