Talent Management

We look at talent management as an investment in our employees. From our training programs to our career advisory initiatives, our goal is to help Chesapeake employees reach their full potential while driving company success. We do this through a number of resources that emphasize both skills training and career growth.  



Beyond the training offered at Chesapeake, the company offers a tuition reimbursement program. Eligible employees receive up to $5,250 per calendar year to pay for courses at accredited colleges or universities. 

Talent Review

Career development goes beyond strengthening skills. At Chesapeake, employees can participate in a formal talent review process to further enhance their career growth.  

During this process, employees meet with their supervisors to discuss their individual career development. Supervisors then present this information to either a discipline-specific talent review committee or their leadership teams so that multiple levels within the organization are accountable for an employee’s career progression. 

These meetings can result in changes in responsibilities or even career moves within the company utilizing our internal job posting system. Talent review is intentionally separate from our performance review process to provide employees with another opportunity for feedback and input on their career progression. 

Specifically for our petrotechnical employees — those in professional engineering, geology and land positions — we offer the Chesapeake PetroTech Development Program, a strategic and unified approach to advancing the petrotechnical disciplines critical to our business. Committees for each discipline recommend career development opportunities, technical training and university outreach approaches to members of management. Although our Human Resources team facilitates this program, all decision making is led by the specific disciplines.


Changes to Our Workforce

Two major 2016 divestitures affected our employee population, primarily those employees working in our Barnett and Devonian assets where the sales occurred. During this time of transition we facilitated communication, which included arranging job interviews and benefits information sessions, between our employees and the purchasing companies. We also hosted Town Hall meetings to provide further information about the transaction to exiting employees.

Our goal through these transitions was to communicate fully with employees, best equip the incoming companies for success by offering a qualified and dedicated workforce, and provide assistance to those employees looking for new opportunities. Beyond these staff reductions, our turnover rate was 9%.