Performance-Driven Workforce

Around the world, Mohawk cultivates a performance-driven workforce comprised of individuals with diverse backgrounds, talents and experiences. Mohawk’s culture promotes individual accountability and teamwork, which creates opportunities for advancement at every level.

Talent management and human resources (HR) are among the most decentralized functions at Mohawk. We embed these teams within each of our global business segments to ensure each of our employee populations has ready access to HR professionals and that HR teams for each business fully understand the unique norms, regulations, competitive environment and employee expectations within a given labor market. Comprised of Mohawk employees from across all businesses, our Global People Council facilitates the sharing of best practices among HR teams, offering an employee perspective on business needs as well as establishing and advocating for improvements to the enterprise level systems required for global workforce management.

Another key role performed by the Global People Council is a global engagement survey to understand how employees feel about our business and their roles. While we use this survey to measure engagement, its real value lies in the insights that it provides managers around the world. We share aggregate data from all teams with their respective managers. Not only do we expect managers to focus on improving what is not working, but also to ensure that what is working is understood so that it can be maintained and even strengthened.

Inclusive Workforce

Mohawk’s values include promoting opportunity, equity and inclusion and standing firmly against any forms of discrimination, harassment or retaliation. The Company’s nondiscriminatory policies and practices advance our equal-opportunity approach.

Because we operate globally and serve diverse marketplaces, it is only fitting that we have a workforce that reflects this diversity. Mohawk is dedicated to cultivating an inclusive workplace that encompasses different racial and ethnic backgrounds, gender identities, abilities and experiences. This diverse workforce not only enriches our corporate culture but also enhances innovation and strengthens global customer relationships. We realize our commitment to inclusivity through measures such as diversity and inclusion training, addressing unconscious biases, performance-based hiring and promotions, tailored communication in preferred languages and employee-led committees.

Our global business segments approach diversity based on their unique cultural and demographic contexts. For instance, Dal-Tile’s LeadHER initiative mentors and prepares women for leadership roles to counter the historical gender imbalance in the flooring industry. Guided by senior women leaders, this effort incorporates formal mentorship, engagement events, leadership panels and heightened interaction with top management.

Training and Development

We empower employees with the skills, knowledge and resources to support their professional development. These investments make for a capable and fulfilled workforce, which translates into superior business results. Within the businesses, our training teams are responsible for creating and implementing tools that help employees at all levels of the workforce continuously improve. Each year, we assess delivery platforms, metrics, governance structure and skill sets to determine how we can be even more effective.

Hallmarks of our training programs include opportunities to gain knowledge from more experienced colleagues and from different parts of our business. Many new hires for manufacturing roles, for example, have an assigned mentor who provides feedback on performance and offers the support and motivation that new employees need as they complete technical training and begin their new jobs. Manufacturing employees often move laterally to expand their skill sets, and these experiences introduce fresh perspectives in multiple parts of the business, allowing for sharing of best practices regarding lean manufacturing, safety and more. For this reason, employees eligible for promotional opportunities may rotate every 12 to 18 months within their business unit but potentially into new functional areas or they may participate in short-term rotational projects to gain collaborative skills and exposure to other parts of the business. As Mohawk continues to grow its global footprint, the Company has found great value in providing rotational opportunities among business units to provide high-potential employees with international experience.

Global training and development highlights

  • In 2023, Marazzi Group delivered more than 10,000 hours of learning to about 2,300 participants regarding issues such as safety and the environment, management, information technology, foreign languages and technical skills.
  • Flooring North America provides opportunities for growth at all career stages through our ENGAGE, ASPIRE, ASCEND, RISE and LEAD development programs.
  • Dal-Tile’s Corporate Mentorship program matches team members with different experience levels and across different functional areas to learn from each other and increase knowledge about different roles.
  • Unilin has recently launched The Dive, a holistic vision of personal development, continuous growth and lifelong learning that offers a broad range of training courses, product training, plant visits, leadership programs and communication on health and well-being.