Connect - Schneider Electric
Connect - Schneider Electric
Connect - Schneider Electric
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usiness leaders, in particular on the 3E approach (Experience,<br />
Exposure and Education) and on the real business problem solving.<br />
About 300 participants joined these regional cross-entity programs.<br />
“Leadership Roundtable”, an innovative learning approach of<br />
“leaders developing leaders”, has been led by many countries with<br />
the involvement of leaders at every level of the Group (country,<br />
regional, corporate) and in all functions including our CEO, and<br />
other members of the Executive Committee. Using a book-sharing<br />
approach, these leaders have addressed a wide range of topics<br />
from Trust to Entrepreneurship, to an audience of sometimes as<br />
large as 500 managers, through a combination of face-to-face<br />
sessions and video links. Asia Pacifi c alone delivered a total of 48<br />
such sessions with over 2,000 managers’ participation.<br />
Other functional skills development<br />
In addition to Solutions & Leadership skills development, <strong>Schneider</strong><br />
<strong>Electric</strong> has initiatives in key functional areas such as:<br />
• Global Supply Chain: The Global Supply Chain Academy was<br />
set up to provide every supply chain professional the opportunity<br />
to learn and develop their functional knowledge, capability and<br />
competencies in the six domains of Customer Satisfaction<br />
& Quality, Manufacturing, Purchasing, Logistics, Safety,<br />
Environment, and Industrialisation. In 2011, more than 2,500<br />
people have been trained on 60 learning modules of the Global<br />
Supply Chain Academy.<br />
• Research & Development: The Offer Creation Academy<br />
addresses the competency needs of the Offer Creation Process<br />
(OCP) to ensure the right competency levels of R&D employees<br />
globally. Our range of learning offers cover the entire OCP<br />
lifecycle, addressing skills such as project management, design<br />
& testing, R&D processes, software tools, etc. The Group is also<br />
increasingly focusing on building learning offers around software<br />
development competencies. More than 3,000 R&D employees<br />
have been trained in 2011 on the 130 training offers structured<br />
around 5 pillars of this Academy.<br />
• Transactional Sales: The Sales Excellence Academy focuses<br />
on the sales competencies needed to support transactional<br />
4.5 Anticipating workforce needs<br />
The business growth of <strong>Schneider</strong> <strong>Electric</strong>, its ever expending<br />
locations, and the shortage of critical skills available on the market<br />
inspired the Group to create a small team dedicated to Strategic<br />
Workforce Planning in 2011. This team’s mission is to create a<br />
practical framework which fl ows from the organisational strategy<br />
and links operational HR execution to the medium and long term<br />
business needs.<br />
The aim is to enhance management practices so that leaders have<br />
a practice of anticipating their workforce needs and develop their<br />
employees to address the future business challenges.<br />
The solution transformation and geographic expansion created a<br />
sense of urgency around creating an HR practice comfortable with<br />
anticipating the future competency and headcount gaps needed<br />
to capture the market of tomorrow. With that in mind, the Strategic<br />
Workforce Planning team has a responsibility to build skills and<br />
confi dence in this methodology with strategic planners, business<br />
leaders, fi nancial controllers and HR staff.<br />
SUSTAINABLE DEVELOPMENT<br />
COMMITTED TO AND ON BEHALF OF EMPLOYEES<br />
business, which is also undergoing transformational changes<br />
driven for example by EcoStruxure. In addition, the Group<br />
developed and piloted in 2011 an offer targeting more than 2,000<br />
sales managers addressing their roles as Strategist, Coach, and<br />
Communicator. This offer is ready for deployment in 2012.<br />
Access to learning<br />
<strong>Schneider</strong> <strong>Electric</strong> made available to all employees its Leadership<br />
& Desktop Library, which comprises a collection of 400 different<br />
e-learning courses. In 2011, around 14,000 employees consulted<br />
these courses. More than 80 learning paths have been created from<br />
these courses to develop soft skills in different fi elds.<br />
In 2011, <strong>Schneider</strong> <strong>Electric</strong> also completed the specifi cations,<br />
call for proposal, and subsequent evaluation and selection of a<br />
Global Learning Management System. This is targeted for phased<br />
deployment globally beginning 2012, taking the Group another step<br />
closer towards its ambition of making learning readily available to<br />
every employee: in the 2012-2014 Planet & Society Barometer,<br />
<strong>Schneider</strong> <strong>Electric</strong> set the target to achieve at least one day of<br />
training for every employee each year.<br />
Innovation in training<br />
• Collaborative Learning: A number of pilots were launched in 2011<br />
utilising web social media tools to build collaborative learning<br />
groups as part of a Learning program. These groups were<br />
centred on communities such as New Hires, Action Learning<br />
Project Teams, etc. The learning the Group has derived will be<br />
used to build upon further iterations in 2012.<br />
• Technology: Pilot projects, for example <strong>Schneider</strong> <strong>Electric</strong><br />
Kindle e-book learning application, aims to make learning more<br />
accessible. The Group also used media such as e-mail or SMS to<br />
deliver “Bite-sized” learning to employees. Webinars are another<br />
fast growing method that has been used in 2011 to deliver<br />
training in topics ranging from leadership to technical skills.<br />
Approach<br />
The changing economic conditions around the world have caused<br />
<strong>Schneider</strong> <strong>Electric</strong> to develop a workforce planning methodology<br />
which is agile enough to adjust based on today’s results while<br />
maintaining alignment with the organisation’s long-term strategic<br />
direction.<br />
Strategic Workforce Planning provides a framework to help the<br />
Businesses manage change and risk through simulating factors out<br />
of their control and developing strategies and responses to mitigate<br />
that risk. It helps the leaders deal with the unknown and rehearse<br />
how they might adapt to future events through decisions they make<br />
today.<br />
The availability of talent globally is vital to the execution of the Group’s<br />
medium and long term strategy. As the business of <strong>Schneider</strong><br />
<strong>Electric</strong> evolves, the talent needs become increasingly complex.<br />
With workforce planning, <strong>Schneider</strong> <strong>Electric</strong> is able to segment<br />
REGISTRATION DOCUMENT 2011 SCHNEIDER ELECTRIC 75<br />
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