Great Place to Work
Find out how Chesapeake invests in employee career growth and development.
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.
In 2017, our employees participated in nearly 95,000 hours of personal and professional development training ― on average, nearly 30 hours per employee. This is in addition to the 13 hours per employee of training on environmental and safety topics.
Beyond the training provided by 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.
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.
In 2018, we adjusted our corporate workforce in accordance with company asset sales. Through our prior divestitures we entered into transition agreements with buyers requiring employees to stay in their positions. With the completion of many of these transitions, the company needed to respond accordingly, resulting in staff reductions of approximately 400 positions, most based in Oklahoma City.