Employee Attraction & Retention
As a provider of environmental services, attracting and retaining top talent is critical to our success. We actively recruit candidates who share our commitment to advance the green industry. While our industry faces challenges of seasonal employment and high average turnover, our structure as an employee-owned company enables our talented employees to invest in us as we invest in them.
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Through employee ownership, the sustainability and success of Davey is linked directly to the success of our employees. While employee ownership serves as a differentiator for Davey, there remains a shortage of qualified candidates across skilled-labor industries. To ensure we have the right people in the right positions across our enterprise, we implemented a centralized, hub-based, talent management structure in 2016.
This year, we continued to focus talent acquisition efforts in our regional recruiting hubs, which service our residential and commercial business lines in the U.S. The hubs also support our utility services operations and to interface with counterparts in the Davey Resource Group (DRG) and Canadian operations.
In addition to strategic recruitment, we continue to use organic methods to identify top talent through initiatives like our Send-a-Friend employee referral program. The program allows any Davey field employee to refer a potential employee. For every viable referral, the employee can receive up to $1,000, with no limit on the number of employee referrals. We also participate in recruiting events each year and take advantage of guest lecture opportunities at universities. In the upcoming year, we plan to evaluate the efficacy of these events.
In 2018 we hired 5,878 individuals and experienced a corporate turnover rate of 60.8%. The corporate recruiting team also established measures of success: candidate volume, recruiting efficiency, customer support, and accountability. In 2019, the team will source more candidates, build additional recruiting marketing support, explore automation tools to increase recruiter efficiency, build feedback mechanisms between hiring managers and recruiters, improve processes in ED, and prepare for direct accountability for hiring projections in 2020.
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Total Employees by Country
Full Time Employees by Gender
Part Time Employees by Region & Gender
Contract Employees by Region & Gender
U.S. Employees by Ethnicity (%)*
Employees Covered by Collective Bargaining Agreements (%)
*Due to the seasonal nature of our industry, employee counts vary by as much as 5 percent over the course of the year to meet customer demand. This chart reflects our workforce at the time of our EEO 2017 Employer Information Report. All other demographic data covers anyone employed at Davey in 2017.