Improving the employee experience
Work was underway throughout 2019 to make improvements to human resources systems and programs, simplify user interfaces, strengthen privacy, and improve access to information for all employees. We believe that a simplified, consistent, and transparent approach to human resource systems, policies, and practices is central to improving the employee experience and offering a compelling employment value proposition. These efforts were the culmination of our integration of Baker Hughes and GE Oil and Gas legacy systems. The impacts can be felt across our payroll, benefits, performance management, talent management, and learning programs.
Attracting the talent we need for the future
In 2019 we conducted internal and external research to inform our employment value proposition for candidates. This enabled us to deploy talent acquisition strategies across multiple industries to hire 9,900 external candidates in 2019. This talent ranged from recent graduates through to experienced executives. We improved the candidate experience by digitizing our onboarding process and utilized AI technology in our sourcing tools to help us reach, assess, and engage with a larger and more diverse talent pool.
We enacted a number of new initiatives to support our global goal of increasing the number of diverse candidate slates. We conducted training on unconscious bias, and launched pilot projects on blind resumes and debiasing job descriptions, interview templates, and assessments. We expanded our talent acquisition focus to include executive search services and implemented a contingent workforce management tool allowing us to maximize the gig workforce.
Baker Hughes offers competitive compensation and benefits to all our employees and we regularly reassess our total rewards through benchmarking with our industry and local market comparison groups. A majority of our benefits are tailored by location to meet the specific needs of our people, their families, and their communities. Healthcare plans and life insurance are a core benefit of the company and are provided in all countries globally.
Baker Hughes offers various leaves of absence for certain quality-of-life needs, including family care and personal leaves. To assist and support new parents with balancing work and family matters, in most countries that Baker Hughes operates, the company provides paid leave to all employees (females and males) for the birth or adoption of a child. This typically exceeds local requirements. For example, in the U.S., employees may take up to eight weeks paid parental leave.
Learning and development
In 2019, 5,400 employees participated in leadership training courses. In addition, across the organization employees completed more than 275,000 HSE training sessions. We offer more than 400 unique HSE courses including foundational training for all employees, workplace and job-specific training, and human performance leadership training for manager.
In 2019, more than 450 Baker Hughes employees were selected to participate in leadership accelerator programs.
is a two-year rotational program for recent graduates and early-career employees to grow functional and leadership skills through challenging assignments, learning plans, and global cross-functional projects. Aspire program participants also organize community outreach projects. In 2019 Aspire program members conducted 30 fundraising events and contributed more than $20,000 to community causes. In 2019 the Aspire program was made up of more than 300 people representing 43% gender diversity and 58% of participants from outside the U.S
is 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. Participants deliver results and build leadership competencies through global cross-functional assignments and tailored learning and coaching. Impact program members act as change agents for strategic company priorities. In 2019 the Impact program consisted of 36 leaders representing 43% female diversity and 73% of participants from outside the U.S.
is a one-year non-rotational program that fosters the development of high potential female leaders through immersive learning experiences and one-on-one mentoring. The Cultivate program is made up of 80 members across our technical functions with 50% of participants from outside the U.S.