Our talented people are our competitive advantage. Continuing to invest in them will ensure success for years to come.
The learning and development of our employees was a critical focus for us last year. We invested in a new operating model, moving from a decentralized approach to a federated model. We stood up a new learning and development team in Human Resources to lead our efforts in partnership with learning professionals already embedded within functions. This strategic shift has allowed all employees, regardless of operating company or position, to have access to learning resources, provide leadership development across the enterprise, and free up the functions to do what they do best: build the technical proficiency of employees.
Enabling Employees to Perform
Employees are at their best when they find meaningful, strategically driven work, when they continually learning and growing, and when they feel empowered to shape their careers. We hold employees accountable for their results, including how they achieve them, through our pay-for-performance strategy. In 2020, we launched a new talent platform called myPath that brings together learning and development, performance, and career planning.
Our Talent Planning process helps develop and measure the readiness of employees to advance into new positions and identify candidates for leadership roles. This process allows us to fill a high percentage of our openings with internal candidates. Most of our positions filled by external candidates are for entry level positions, to fill talent gaps identified in Talent Planning or to support new business initiatives.