Our employees are the fundamental link to actualizing and achieving our vision of solving the greatest health care challenges and helping the world “be well.”
A positive, inclusive and high-performing work environment is essential in order for employees to feel welcomed and valued, and to be able to fully contribute to the business objectives of their teams. We recognize that harnessing the knowledge and insights of a globally diverse workforce requires leadership, a corporate culture of respect and full engagement, and a thoughtful and strategic approach to employee development, workplace inclusion and employee well-being—physical, emotional, social and financial.
2015 was a year of revitalized commitment and new and improved initiatives that effectively will lead us into the future to meet the challenges and opportunities before us. The following pages highlight our accomplishments, progress and commitments that promise success now and in the future.
We provide numerous opportunities for employee development and professional growth, competitive compensation and benefits, and a focus on health and safety. We leverage global diversity and inclusion to create a 21st century workforce that is gender-balanced and inclusive of top, diverse talent.
We conduct rigorous and transparent annual performance reviews of employees at all levels (except those subject to collective bargaining obligations) to guide company decisions relating to compensation and rewards. Employee performance is measured, in part, by how well employees demonstrate our leadership behaviors. In other words, we seek to emphasize not just what an employee achieves, but also how he or she achieves it. It is critical to our company that the annual incentive bonus of management-level employees is determined, in part, by demonstrated leadership that is consistent with these behaviors.
In addition, we conduct an annual employee-development planning process in which managers discuss with each of their employees his or her strengths and development needs. The manager and employee then jointly create an action plan to strengthen areas in need of development and build new leadership skills.
|1 “Executive” refers to the first two levels below the chief executive officer.
2 Includes all “non-managers” (previously “individual contributors”) who are not subject to a collective bargaining agreement (unions).
|Overall turnover rate3,4||14.0%||11.0%||15.4%||18.8%||14.8%|
|Voluntary turnover rate||6.0%||5.0%||7.3%||8.0%||7.4%|
|Avoidable voluntary turnover rate||1.0%||1.0%||5.8%||6.2%||6.0%|
|Involuntary termination rate||7.0%||5.0%||8.1%||10.8%||7.4%|
|3 Includes all types of turnover, including restructuring.|
4 2013 and 2014 turnover rates are restated by incorporating the retroactive transactions.
|Employee Hires by Region (2015)|
|Number of Hires||Hire Rate5|
|EM—EEMEA (Eastern Europe, Middle East and Africa)||384||12.84%|
|EUCAN (Europe and Canada)||1,427||7.81%|
|5 Percent of new hires in the total onboard headcount; regular employees only.|