Our Global Workforce

Baker Hughes’ 36,000-plus employees today work in more than 80 countries helping customers find, evaluate, drill, produce, transport and process hydrocarbon resources. The company is organized into four regions which are Europe, Africa, and Russia Caspian (EARC), Middle East and Asia Pacific (MEAP), North America, and Latin America.

Workplace diversity and equal opportunity

Baker Hughes embraces diversity and is committed to equal employment opportunities and a work environment free of harassment and discrimination. This commitment to diversity promotes individual differences and welcomes acceptance of others.

Our ambition is to foster the highest quality workforce by improving opportunities for all people. This is without regard to race, ethnicity, color, national origin, religion, creed, gender, sexual orientation, marital status, and ancestry. It is also without regard to disability, age, political affiliation, or any other legally protected status.

Read more about our commitment to diversity and inclusion. (more).

Baker Hughes adheres to International Labor Organization Convention No. 100 C100 Equal Remuneration Convention, 1951. This addresses equal pay for males and females in the same job. An analysis of the basic salary paid to men and women working similar job functions indicated no significant difference. For this analysis, salary was normalized by indexing the salary against the market rate. This method also accounted for currency differences.

Employee performance evaluation and development

At the beginning of the year, employees and their supervisors discuss and agree to performance objectives. These objectives are then tied to a performance plan. In addition to setting goals related to job function and company strategy, development opportunities are also discussed.

Employees benefit from the company's substantial investment in training and development programs. Baker Hughes delivers technical and nontechnical training at major education centers located around the world. Examples of nontechnical training include health, safety, and environmental, legal/ethics, and management skills. The Lead, Excel, Achieve, and Develop (LEAD) program helps newly hired field engineers. They gain the experience and knowledge necessary to be successful at Baker Hughes.

Developing current and future leaders for the organization is vital in building a sustainable future for the company. The Team Leader Program introduces supervisors, field coordinators and team leads to the areas of leadership. Employees learn the fundamentals of behavior styles, team dynamics, finance and coaching. Through the Front Line Manager Program, managers master several management competencies covering people and business operations issues. The mid-level manager curriculum focuses on leadership development. It emphasizes how to be an effective leader in today’s challenging business environment. The Leadership Development Program is driven by executives who sponsor, coach, and guide participants through business challenges.

Baker Hughes has committed to lead the industry in competency assurance. In support of this initiative, legacy programs have been integrated into a single Competency Management Program. This best-in-class system enables Baker Hughes to comply with client requirements and industry regulations. It improves workplace reliability, links learning and qualifications to career development, and captures the value of our highly experienced workforce. The Competence Management Program ensures employees have the skills and knowledge required to perform critical tasks. Baker Hughes was the first oilfield service company to receive accreditation from the International Association of Drilling Contractors (IADC) for our competence assurance program.

Baker Hughes is also committed to empowering our employees to continue their educational development. The company's Educational Assistance Program supports this commitment by reimbursing employees’ tuition costs. Training and development needs are key components of the regular performance and career development reviews in which every employee participates.

Recruiting and retention

Baker Hughes has a multifaceted, global University Relations Program designed to create long-lasting partnerships with key universities around the world. The program is the foundation of our efforts to continuously improve diversity. A successful university recruiting program offers a unique opportunity to master the market by nationalizing and diversifying the workforce.

Baker Hughes also sponsors internships in many countries where we operate. Students work with a mentor who guides them through their work and research. The mentor also ensures that the interns have ample exposure to educational opportunities.

In February 2013, Martin S. Craighead, President and Chief Executive Officer, signed into effect a new military recruitment program. This program allows us to tap into a diverse, dedicated, and highly skilled group of individuals that are transitioning from military service to civilian life.

Employee Engagement

Baker Hughes measures employee engagement, job satisfaction, and commitment to the Company and colleagues. Seventy-two percent of our employees completed the confidential survey in 2013 to relay what is working, and where we can improve. Overall, engagement levels remained positive and higher than an external company benchmark at an enterprise level. Areas of strength include feeling a sense of accomplishment, teamwork and positive environment, and understanding expectations. Areas for further improvement include development and career opportunities, employee recognition, and actions taken to effectively compete in a global market. Survey results enabled group managers to establish and implement 2014 action plans around these strengths and opportunities.

Baker Hughes considers our employees to be our most valuable asset. However, due to changes in business activity (e.g., economic changes in shale plays) we periodically need to reduce the size of our workforce. In these cases, every effort is made to redeploy people to other areas of the business. In 2015, the voluntary turnover for Baker Hughes was 8% and the total turnover was 42% primarily due to the severe market conditions. In 2014, the voluntary turnover was 9% and the total turnover was 18%. The graphs below show 2015 turnover information by gender, age, region, and job type.

Total Rewards

Baker Hughes offers competitive compensation and benefits programs in each country where we operate. Our total rewards model creates a proactive framework for providing a sustainable employment offering on a global basis enabling us to attract, motivate and retain engaged employees who drive business results. The model includes key tenets for ensuring the consistent and effective development, implementation and management of our reward programs. A governance process clarifies how new rewards programs or modifications to existing programs are developed and approved within the organization.

Our benefits programs are country-specific and may include health and welfare programs, retirement programs, paid time off, and educational assistance. Our compensation programs are designed to deliver competitive base salaries and variable pay. Most employees are eligible for field pay programs, annual incentive programs, or country-specific profit sharing programs, as well as our Employee Stock Purchase Plan. Annual incentive plans reward participants when the company and the individual meet specific financial objectives and business goals. Long-term incentives are strategically awarded to key employees to drive long-term financial performance and stock price appreciation.

Labor and management relations

In accordance with International Labor Organization Convention Nos. 87 and 98, we respect employees’ rights to freely participate in labor unions. They may also choose not to participate and have the right to collectively bargain in accordance with local law.

On December 31, 2015, less than 10% of Baker Hughes employees are represented under collective bargaining agreements or similar-type labor arrangements. The majority are outside the US. With the geographic diversification of these employees, the risk of strikes or other collective actions wouldn’t significantly affect our operations.

Profiles

Baker Hughes is a place to inspire and be inspired. But don't take our word for it, read what our employees have to say.

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