DEVELOP GREAT LEADERS
To build a sustainable workforce, we must develop a strong bench of leaders, at
all levels, who can deliver extraordinary business results. We expect our leaders
- Shape winning strategies
- Drive change
- Inspire for execution
- Build partnerships
- Develop tomorrow’s team
- Deliver results
In 2013, we set a goal to improve our ratio of ready-now candidates to critical
leadership positions. To help meet this goal, we rolled out a disciplined program
to accelerate people development across the company. Our senior management team
conducted a leadership capabilities review, which identified critical development
needs, high-potential candidates, and mentoring opportunities.
We also made a number of senior-level leadership changes in 2013. We filled many
of these roles with qualified internal candidates, but this rapid and extensive
change left us with new gaps to fill at lower levels. For this reason, we are rating
ourselves "below" in meeting our internal ratio metrics for ready-now candidates.
In 2014, we are continuing our work to develop our leaders, including arming our
people with skills to assess and develop talent and measuring and rewarding results
achieved against specific people-development targets.
RETAIN AND BUILD TALENT
As work force demographics in North America continue to shift, it is critical for
our long-term success that we excel at attracting and retaining diverse talent to help us deliver on our commitments to customers and shareholders. We do this
- Cultivating a performance-driven culture that rewards results, with individual goals
clearly tied to company and business-unit goals.
- Providing regular candid feedback on performance, and ensuring employees have the
tools they need to be successful.
- Tying compensation to results achieved in alignment with our company vision, which
focuses on operational excellence, people development, key behaviors and core values,
- Providing strategic training and professional development opportunities to employees
at all levels.
- Providing a competitive pay and benefits package that addresses the needs of a multi-generational
In 2013, our recruiting activity continued to increase, with 2,000 hires (both new
hires and rehires), an 11 percent increase compared with the previous year. We were
well below our 8 percent voluntary turnover target with an almost 96 percent retention
STRENGTHEN EMPLOYEE ENGAGEMENT
We measure the overall effectiveness of our work environment every two years through
our companywide employee engagement survey. All employees have the opportunity to
give honest feedback on questions about safety, training, ethics, work-team effectiveness,
leadership effectiveness, company strategy, and overall satisfaction with Weyerhaeuser.
In 2013, with an 89 percent response rate, our results show we are maintaining or
improving in all the categories we measure. Overall engagement was positive, with
a score of 74 percent, up from 70 percent in 2011. Compared with a benchmark provided
by the company that conducted our survey, our scores were higher than the 50th percentile
based on questions common to other companies.
We believe the value of engagement surveys is captured largely at the team level,
with leaders and employees working together to implement actions plans for improvement
in specific areas. All our business and functional leaders are held accountable
for identifying areas of strength and opportunity and implementing action plans
to close gaps.