Sourcing Talent

Our goal is to develop leaders from within the company. For example, for the top 50 positions of Weyerhaeuser leadership, our target is to fill at least 80 percent of those jobs through the development and promotion of current employees. In practice, significantly more than 80 percent of these critical roles are filled by employees from within.

In North America, where 95 percent of our employees work, we follow a hiring policy that bases employment decisions on consistent, job-related criteria. Many facilities are in rural areas and rely heavily on the local work force for talent. Hiring locally is preferable, but we use many sourcing channels to fill open positions depending on the requirements of the role. We start with defining job duties and qualifications. Then we monitor staffing decisions to ensure selection processes are free from bias. Our process aligns with an employee relations policy that reflects values such as diversity, teamwork, effective leadership and personal accountability.

Hiring Local Talent

At our global locations, our practice is to hire local management and employees. In fact, the proportion of expatriates placed outside of North America to the total global Weyerhaeuser employee population is less than 1 percent. We place expatriates in international assignments when broader experience is required, when specialized expertise is not available in the host country, or for startup operations.

In some cases, the best skills for the job may come from another source. In each case, Weyerhaeuser's staff works to recruit the most talented candidates with the potential to grow to their fullest capacity.