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 enhances our Build to Last Strategy and business success by actively attracting, developing and retaining top talent globally. Our Global Talent Center ensures the execution of our talent program standards throughout the organization.
- In 2023, we relaunched the Greif University Operating Committee, which enables us to continually improve our learning and development offerings from a fresh perspective.
- Regularly assessing benefits ensures that our offerings remain competitive, responsive to evolving colleague needs and aligned with industry standards, fostering a supportive and attractive workplace.
Why Talent Attraction, Development & Retention Matters
Greif enhances our Build to Last Strategy and business success by actively attracting, developing and retaining top talent globally. From recruitment to succession planning, our global talent management programs place the right individuals in the right roles, enabling us to achieve our aim of excellent customer service. To fulfill our strategy and goals effectively, we focus on nurturing a diverse, engaged and skilled workforce that mirrors the communities where we operate.
治理
Our Global Talent Management Strategy and Philosophy guides our global standards for talent attraction, performance management, learning, development and retention activities and career planning. The Global Talent Center is responsible for executing these programs—with oversight from our Executive Vice President, Chief Human Resources Officer—and collaborates with human resources business partners and regional representatives to deliver both a globally unified and locally relevant talent management approach.
Greif Named a Most Loved Workplace
Greif earned a spot on Newsweek's list of Most Loved Workplaces in 2023 for the Americas for a third consecutive year. Additionally, Greif earned a spot on the global-level Most Loved Workplace list in 2023—a first for the company. Companies are included in the list based on findings from interviews with hundreds of company officials as well as the feedback from 2 million participants in an employee survey. Topics considered include the company's level of collaboration, employees’ optimism about their future with the company, alignment between employer and employee values, mutual respect across all organizational levels and career achievement opportunities.
这一成就表明了我们致力于维护卓越的工作环境的承诺，并且我们将继续致力于为我们的同事维持和加强这些积极的工作环境属性。
Talent Attraction
Greif remains responsive to evolving work environment preferences expressed by candidates. To retain a competitive edge in talent attraction and retention, remote and hybrid work opportunities are assessed on an individual basis for each role. For remote positions, we disclose pay in accordance with local regulations. We have extended this remote setup by leveraging virtual interviews for potential job candidates and plant tours.
In 2023, we partnered with Career Arc to implement a cohesive and consistently branded presence for further promoting Greif job opportunities on social media. This platform empowers us to seamlessly post directly to colleagues’ LinkedIn profiles—with their consent—ensuring alignment with our brand standards while reaching a broader audience. We also leveraged Career Arc to showcase the Greif culture and colleague engagement activities. These posts garnered high engagement metrics, including shares and reposts. Recognizing this increase in engagement, we anticipate further exploration of this avenue in the future to enhance our outreach and impact.
Greif actively cultivates future talent by offering internships and co-ops that provide invaluable hands-on experience, professional development and networking opportunities for aspiring early career talent. In 2023, we welcomed 49 interns in North America and have now welcomed a total of 201 since the program launched in 2018. We offer internships in our corporate and manufacturing facilities and emphasize engagement in cross-functional projects and gaining insights into operational processes and decision-making. We work with local universities to build partnerships that enable us to recruit top talent for our programs. Please see our Careers page for current internship opportunities.
Our Commitment to Our Colleagues
Regularly assessing our benefits ensures that our offerings remain competitive, responsive to evolving colleague needs and aligned with industry standards. As a global business, eligibility for benefits and policies vary by region. In the U.S., we added a Dependent Care Flexible Spending Account in 2023 for colleagues that allows them to annually contribute pre-tax dollars (up to IRS limits) to cover eligible childcare and adult care expenses. We provide a global Colleague Stock Purchasing Plan that offers maximum legally allowed discount on stock purchase. Our global benefits include:
- Bereavement
- Domestic violence leave
- Family and medical leave
- Short-term disability
- Long-term disability
- 育儿假
- Sick leave
- Colleague Stock Purchasing Plan
- Jury duty time off
- Vacation
- Fair remuneration
- Flexible and remote work options
- Health care
- Overtime pay
- Voting time off
- Local retirement plans
Learning & Development
Learning and development are integral aspects of our employee experience. Since the launch of Greif University in 2021, we have continued to broaden our curriculum to include new topics, including the Greif Business System, compliance and leadership development. Currently, over 6,000 colleagues can access more than 20,000 learning modules and courses through Greif University. We also offer monthly, live, instructor-led presentations on the platform, through our Know and Grow program. Since its launch, Greif University has driven an increase in learning material utilization and training completion rates—of note, 4,484 colleagues completed a learning module in 2023.
Greif University also allows for a more accessible format for compliance and 行为守则 training for colleagues worldwide. Using Greif University, we can track required training information to maintain internal policy and compliance with relevant regulations. As needed, we also provide additional regional-based training programs to supplement global training.
In 2023, we relaunched the Greif University Operating Committee, which comprises learning and development professionals and select Greif leaders. The Committee is charged with continually improving our offerings, integrating an ongoing fresh perspective and connecting what we offer to current and future business needs.
Workday Learning helps us to connect trainings offered on different platforms to employee performance priorities and ultimately advance colleagues’ development in targeted ways. As we’ve expanded our use of Workday Learning, this has helped us to target specific trainings on skillsets needed for certain positions, and in our broader industry.
Supporting Colleague Well-being
Our care of our colleagues includes five pillars of the overall well-being of each individual: career, social, community, physical and financial. The Global Well-being Council operates based on these five pillars supporting our program to support colleague well-being with representatives in each of Greif’s four regions to bring initiatives to local colleagues. Greif University provides a platform for learning and development on these well-being topics. One popular initiative from FY23 was our Know & Grow Mental Well-being series with an external mental health expert.
- 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
Performance Development
We maintain ongoing performance dialogue with colleagues to manage and improve talent development and training programming effectively. Through the Performance Development Review process, we communicate performance expectations, conduct regular quarterly check-ins and annual performance reviews and give the opportunity for colleagues to provide feedback. Competency frameworks inform the assessment and help to develop our colleagues’ knowledge, attitudes, skills and behaviors. Performance and development reviews provide colleagues the opportunity to discuss remuneration and compensation. Information on Greif’s remuneration structure is available to all colleagues globally.
All professional, clerical and administrative colleagues at Greif—approximately 27 percent of Greif’s workforce—are eligible for an annual Performance Development Review (PDR) through Workday. The process consists of self and manager evaluations of performance against job-specific competencies. In 2023, 98 percent of Performance Development Reviews were completed by eligible colleagues, representing our highest completion rate to-date.
In addition to Performance Development Reviews for professional, clerical and administrative colleagues, a number of Greif facilities carry out Performance Development Discussions for production colleagues, totaling approximately 56 percent of our production workforce. We are currently working on developing a standardized approach to Performance Development Discussions to ultimately ensure that all production colleagues have at least an annual performance development conversation by the end of 2025.
Through Individual Development Plans available in Workday, colleagues receive ongoing support for opportunities to learn and develop. We provide resources to managers to support them in communicating with their team about creating these plans, in addition to discussing progress on their career path and setting short- and long-term goals.
Greif’s talent review process guides our succession planning with a standardized schedule for director-level and above roles. This year-round succession planning process aims to enhance our connections with colleagues, bolster talent pipeline diversity and identify the developmental needs among high-potential employees. We automate talent review and succession planning across our global business units to assess talent through “9-Box Reviews”—a tool for measuring performance and identifying leadership potential—and capture succession planning beyond the director level. Annually we hold a talent calibration session with our Executive Leadership Team and a Board-level succession planning review.
Retention & Engagement
We look to colleague engagement as a means of measuring satisfaction with the employee experience at Greif and to better understand where we can improve. We recognize that high engagement is an important driver of colleague retention.
To this end, we conduct an annual survey of our colleagues using the Gallup Q12 Employee Engagement Survey. This survey went out to our global workforce in multiple languages and received a 92 percent response rate in 2023, and the results showed that engagement has continued to rise¹. The survey results highlight the connection between improved colleague engagement and enhanced performance across crucial business initiatives, which was demonstrated by improvements in safety, customer service, financial and human capital metrics. Our score placed us at the 82nd percentile in the Manufacturing sector, and we are actively working toward our goal of reaching the 85日 percentile. Based on our 2023 engagement scores, we were invited to apply for the Gallup Exceptional Workplace Award.
Individual managers who receive the highest ratings on the annual survey for their “servant leadership” approach and prioritizing the greater good are recognized with our Watson Award for Servant Leadership. In 2023, we recognized six managers from various Greif locations for their high survey ratings.
The Gallup platform also offers targeted resources based on local survey outcomes. These resources help local leaders respond to survey results and any issues that were raised with clear action plans. In 2023, local leaders submitted more than 1,165 action plans to address concerns and drive engagement.
Greif’s Champions program drives engagement through team and business unit interaction. Our 65 engagement champions exhibit strong leadership qualities and actively promote engagement. Champions participate in monthly meetings designed to provide them with informative and educational materials to improve engagement and drive best practices throughout the organization. These sessions cover a range of topics, including leveraging Gallup Access, developing action plans and gaining insights into the current state of the global workforce.
We have assembled a dedicated team of 17 colleagues to form our Engagement Core Team. The team plays a crucial role in supporting business functions by offering guidance on reporting and reinforcing the validity of colleague engagement surveys. They support material creation for various organizational events and align on pre-survey planning. Furthermore, the team conducts education sessions for managers, HR and champions, while also devising and executing communication strategies to promote engagement efforts effectively.
Recognizing a job-well-done is an important part of colleague engagement and retention. Through our internal platform Spark, our employees can post to a group feed to recognize the accomplishments of another colleague. Greif colleagues can also be nominated by their managers or peers for embodying The Greif Way as part of the Champions program. On a quarterly basis, the Executive Leadership Team selects four colleagues from the group that was nominated. Selected Champions are recognized for their embodiment of the values and behaviors integral to achieving one mission from our Build to Last Strategy and receive a customized panel on the Champions Wall at Greif’s corporate headquarters in Delaware. Greif also donates $1,000 to the recipient’s non-profit organization of choice.
In 2024, we aim to revamp and enhance our Champions program and additional engagement initiatives.
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% 的同事将享受育儿假。
Continuous improvement has been a central factor for talent attraction, development and retention to achieve noticeable progress toward our 2025 goals. In 2023, 98 percent of our eligible professional, clerical and administrative colleagues completed performance reviews. We plan to actively educate our colleagues about the benefits and value of performance reviews to reach our 100 percent goal. Performance Development Discussions are already in place for 56.4 percent of our production workforce, and we are currently developing a standardized approach to ultimately ensure that all production colleagues have at least a yearly performance development conversation by the end of 2025.
With continued growth, access to training and development resources and the launch of Greif University, we are tracking on our training goal and achieved an average of 6.29 hours of training per colleague in 2023. We are actively developing new goals and targets for 2030 to continuously improve our support for employee training and development going forward.
In 2023, our parental leave benefits covered 99.64 percent of Greif colleagues, and we continue to work to achieve our goal of 100 percent coverage.
受育儿假政策保护的同事
| 2019 财年 |
2020 财年 |
2021 财年 |
2022 财年 |
2023 财年 |
|
|---|---|---|---|---|---|
|
全部的
|
56% |
62% |
68% |
99% |
99.6% |
|
亚太地区
|
28% |
29% |
100% |
100% |
100% |
|
Europe, Middle East & Africa |
99% |
96% |
96% |
96% |
98.6% |
|
拉美 |
100% |
100% |
100% |
100% |
100% |
|
北美 |
18% |
33% |
32% |
100% |
100% |
|
2019 财年 |
2020 财年 |
2021 财年 |
2022 财年 | 2023 财年 | ||
|
每位同事的培训时长1 |
||||||
|
5.5 |
5 |
5.38 |
5.35 | 6.29 | |
|
3.2 |
2 |
8.6 | 5.6 | 14 | |
有资格参加 Greif 大学合规培训的同事和经理 |
- | - | - | 3,344 | 6,532 | |
|
各性别平均培训时长2, 3 |
||||||
男性 |
- | - | - | - | 8.2 | |
女性 |
- | - | - | - | 5.2 | |
|
完成定期绩效评估的同事4 |
92% |
89.1% |
87% |
80.2% | 65.4% | |
接受定期绩效评估的专业、文职和行政员工 |
92% |
89.1% |
87% |
80.2% | 97.7% | |
生产员工定期接受绩效评估 |
56.4% | |||||
|
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 | 5,881 | |
女性 |
- | - | - | 890 | 1,336 | |
| 所有地点的员工都接受过环境问题培训 | 74% | 71% | 71.2% | 68.1% | 62% | |
| 所有地点的员工均接受过职业和技能相关培训 | 100% | 100% | 100% | 100% | 100% | |
| 已完成《行为准则》培训的专业同事5 | 94.8% | |||||
| 已完成反贿赂培训的专业同事 | 97.6% | |||||
| 所有地点的员工均已完成人权问题培训7 | 83.3% | |||||
| 已完成反垄断培训的专业同事6 | 3,638 | 383 | ||||
- 每位参与者的平均培训时长。数据不包括安全培训和局部功能培训。2017 财年数据已从 2018 年可持续发展报告中重述，以排除这些数据。有关安全培训的更多信息，请参阅 健康与安全.
- 包括符合条件的专业、文职和行政同事。
- 之前的报告中对 2022 财年的数据报道不准确。
- 2023 财年之前未跟踪生产员工的绩效评估。
- 行为准则培训包括以下主题：认识到员工保护公司机密信息和知识产权的责任，识别可能产生或造成利益冲突的情况，认识到员工以符合我们组织价值观、文化和使命的方式行事的责任，认识到员工在接受礼物和商务招待时避免利益冲突或利益冲突的表象的责任，认识到禁止报复的组织环境的好处，确认您已阅读并同意遵守 Greif 行为准则
- 反垄断培训仅在 2023 财年向新员工提供。
- 人权培训包括人权申诉程序、社区和利益相关者参与、结社自由和集体谈判权利、消除强迫和强制劳动、废除童工、多样性/反骚扰/反歧视、工作时间/工资/福利、安全健康的工作场所、工作场所安全、反对腐败/勒索/贿赂和公平对待他人等主题。
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
2023 年，Greif 除英语外还推出了西班牙语、中文和葡萄牙语的 Lead to Last 课程。自项目启动以来，已有 686 名同事参加了该计划。
