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赔偿，福利和就业实践
我们为所有员工提供有竞争力的薪酬和福利，并定期通过工业基准和当地市场比较群体评估我们的总奖励。我们的大部分福利是由地理位置的，以满足员工，家庭及其社区的特定需求。医疗计划和人寿保险是公司的核心利益，并提供给全球所有全职员工。亚博app在线下载地址
亚搏网页登陆Baker Hughes提供了一系列生活质量需求，包括家庭护理和个人叶子。为了支持具有平衡工作和家庭事项的新父母，在大多数国家贝克休斯经营的大多数国家，该公司为所有员工提供了支付休假，以出生或采用通常超过当地要求的儿童。亚搏网页登陆亚博app在线下载地址例如，在美国，员工可能需要长达八周的养育育儿假。
作为全球公司意味着全球机会。亚博app在线下载地址我们认识到当地人才的价值，聘请，雇用，留住和促进我们业务的当地员工，支持与导师，发展和指导支持，以确保成功。
Learning and development
Our learning and development offerings are just one of many ways we invest in our people and work to be an employer of choice. To retain our talented workforce, we design our training and leadership programs with a focus on growth, challenge, and understanding, and we recruit with intention and purpose.
今年，我们的学习和发展组织枢转到虚拟模型，6,155名员工成功地参加了我们的领导培训计划，每位参与者的平均每月伐木1.27小时。超过29％的员工与其管理人员完成绩效审核。此外，440名员工完成了我们的企业人才发展计划。
Despite the year’s challenging external circumstances that required us to shift to virtual learning and development offerings, we continued to offer all our leadership programs.
In our relentless focus on fostering inclusion, we activated thousands of internal influencers from our talent bench engagements, leadership programs, Employee Resource Groups, human resources, and corporate affairs teams to promote conversations and identify opportunities in support of culture, talent development, health and well-being, social justice, and community partnership.
One way we are diversifying our recruitment efforts is through our collaboration with Potentia Workforce, an organization leading neurodiversity hiring through programs, projects, and products. Neurodiversity is another way we are striving to expand the diversity and inclusiveness of our workforce.
Working in new ways
As the reality of the pandemic set in across the globe, our company’s robust crisis-management teams and extensive experience allowed us to quickly pivot—enabling as many individuals to work from home as possible and ensuring that individuals who needed to be on site for critical business-continuity work were equipped with personal protective equipment, able to work at least six feet apart, and work in a way that was as safe as possible.
Throughout 2020, we saw an increase in video calls and an agile workforce willing to share best practices. In December, we introduced our policy for formal flexible work arrangements in the U.S., allowing employees to agree with leadership on flextime, remote working, and a compressed workweek as priorities and responsibilities allowed. This is an example of lessons learned during the pandemic that will be carried into our new normal.
我们的企业人才发展计划
我们的企业人才发展计划
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Aspire
最近毕业生和早期职业员工的两年旋转计划通过挑战分配，学习计划和全球跨职能项目来增强功能和领导技能。
影响
A three-year leadership accelerator for top performing mid-career employees who have already built functional expertise and are ready to be developed into our executive pipeline.
Cultivate
一年的非旋转计划，通过沉浸式学习体验和一对一的指导，促进高潜在女性领导人的发展。