Welcome to Weyerhaeuser's new website!

You appear to be using an older browser. This website is best viewed using the latest versions of Internet Explorer, Chrome, Safari, and Firefox. If you proceed without upgrading or switching browsers, you may not experience optimal navigation or page functionality. Thank you for your interest in Weyerhaeuser and we hope you enjoy your visit.

Update my browser now


To be a truly great company, we must create a great place to work. Our strong values form a solid foundation, but we believe talented people expect much more than that from their workplace. Our people also want to be part of a winning team where they can make a difference every day, get rewarded for results and have plenty of opportunities to grow throughout their careers.


We know that people development can't happen just once. We are continuously focused on building a strong pipeline of leaders at all levels, who are always learning and improving their ability to deliver extraordinary business results.

Since most learning and development occurs through direct experience, we encourage our people to set annual development goals, to get involved in challenging projects, and to be open to stepping into roles outside their current business and/or area of expertise. We've found that when people move between businesses and functions, it's great for the individuals because they gain new skills and exposure, and it's great for the company because it creates leaders with breadth of experience.

To support on-the-job development, we also offer formal leadership training programs, mentoring opportunities, and classroom and online training. Our programs emphasize the importance of role-modeling our values and key behaviors, and also focus on increasing capacity to:

  • Shape winning strategies 
  • Drive change 
  • Inspire for execution 
  • Deliver results
  • Build partnerships 
  • Develop tomorrow’s team

Measuring Success

Our goal is to always have an appropriate number of internal ready-now candidates for critical leadership positions. Our senior management team and other leadership teams regularly evaluate talent at various levels of the organization, and each of our businesses and functions set people development goals every year. In 2016, we rated ourselves "on track" against our internal people development targets.


As workforce demographics in North America continue to shift, it's critical to our long-term success that we excel at attracting and retaining diverse talent to help us deliver on our commitments to customers and shareholders. We strive to do this by:

  • Never compromising our company values. 
  • Rewarding results that help us achieve our company vision.
  • Providing regular, candid and constructive feedback on performance.
  • Ensuring employees have the tools and training they need to be successful.
  • Providing professional learning and development opportunities to employees at all levels.
  • Providing opportunities for growth through stretch assignments and cross-business exposure. 
  • Providing a competitive pay and benefits package.

In 2016, our recruiting activity was strong, with 2,743 hires (both new hires and rehires), and our voluntary turnover rate was only 6 percent.


We periodically measure the overall effectiveness of our work environment via employee surveys. We seek honest feedback from our people on a variety of topics, including safety, training, ethics, work-team effectiveness, leadership effectiveness, company strategy, company culture, and overall satisfaction with Weyerhaeuser.

We also conduct targeted surveys with select groups of employees to understand how our people feel about particular changes or situations. These surveys could occur at a business or unit level, or among common groups of employees. For example, we survey all our new employees at the 30-, 60-, and 90-day mark after they begin working at our company. Our goal is to understand new-hire engagement and satisfaction with the company so we can take action to close gaps that may result in voluntary turnover. So far, our results show strong new-hire engagement, with an average score of 4.6 out of 5.

We believe the value of engagement surveys is captured largely at the team level, with leaders and employees working together to implement action plans for improvement in specific areas. All our business and functional leaders are held accountable for identifying areas of strength and opportunity as well as implementing action plans to close gaps.

View our employee data