2010Annual Report - Schneider Electric CZ, s.r.o.
2010Annual Report - Schneider Electric CZ, s.r.o.
2010Annual Report - Schneider Electric CZ, s.r.o.
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Organisation<br />
Over the last two years, the HR department has been operating on<br />
the basis of three essential concepts:<br />
• HR Business Partner assists managers on a day-to-day basis in<br />
setting out their business strategies and in assessing the human<br />
resource requirements needed to meet their business targets.<br />
HR Business Partner also plays a pivotal role in anticipating<br />
skill requirements and employee development, and in the<br />
management of employee relations;<br />
• HR Solutions creates and develops comprehensive solutions<br />
to the organisation’s strategic challenges in key areas, such as<br />
compensation, benefi ts, human capital development, training<br />
and performance management. Regional teams are leveraged to<br />
effectively shadow the Group’s globalised operations;<br />
• HR Operations handles the logistics and administrative<br />
responsibilities relating to payroll, sourcing, mobility and training<br />
programs, mainly through shared service centers designed to<br />
optimise effi ciency and costs.<br />
In 2010, HR services were further enhanced, as follows:<br />
• further improvements and quality enhancement in the services<br />
available to managers and employees: better advice, clearer<br />
processes, more rapid response times (including for blue collar<br />
workers based at the industrial plants). The HR Operations shared<br />
service centers were further extended – 30,000 employees were<br />
served in 2009, 70,000 in 2010.<br />
These improvements had a direct impact on the employees’<br />
quality of work and job satisfaction. The PeopleLink desk service<br />
and call center concept gives employees direct contact with<br />
the HR department for all questions. The platform exists in the<br />
US, Mexico, Canada, the U.K. and France. It will be rolled out<br />
to the Philippines and Poland in 2011 with the goal of reaching<br />
100,000 employees. The overall aim is for a comprehensive<br />
service in terms of wages, administration, recruitment, IT, training,<br />
call center, etc. The employee approval rating of these call centers<br />
is already over 80%;<br />
• the HR division was also reorganised to take account of<br />
geographical changes within the Group. In 2010, over 45% of<br />
HR staff was located in new economies and so supporting talent<br />
in these areas was a real priority. Such diversity is now evident<br />
SUSTAINABLE DEVELOPMENT<br />
COMMITTED TO AND ON BEHALF OF EMPLOYEES<br />
at all levels of the HR division: 50% of the HR Solutions and HR<br />
Operations managers now come from new economies and talent<br />
management incorporates the entire geographic scope of the<br />
Group’s Businesses.<br />
This extended organisation was accompanied by the<br />
standardisation of HR processes for sourcing talent, and for<br />
recruitment, mobility and training within all countries in order<br />
to give employees equal opportunity and equal access to HR<br />
services.<br />
• Recruitment capacity was an objective of the businesses in<br />
order to underpin growth. The forecasts were well below the real<br />
requirement notably in new economies. In 2010, HR Operations<br />
in China externally recruited over 1,700 white collar employees<br />
while in India it recruited over 1,000. The work in China to<br />
attract talent and recognition on the market and in universities<br />
brought <strong>Schneider</strong> <strong>Electric</strong> from 41st to 36th place among the<br />
most attractive companies to work for in the country (Universum<br />
survey). This was further amplifi ed in Europe and the US where<br />
growth was not as strong but was more selective, notably among<br />
those universities that are considered most appropriate to the<br />
Group’s future expertise needs;<br />
• a Strategic Workforce Planning division is currently being set up<br />
to better defi ne the skills required by the Group over the medium<br />
and long term. <strong>Schneider</strong> <strong>Electric</strong> has been working on this<br />
concept for nearly 10 years, notably garnering knowledge of and<br />
codifying those businesses that are essential to its continuity.<br />
This division will also assess know-how requirements in the area<br />
of Energy Management Solutions, a key factor in more mature<br />
countries. A capacity to estimate its expertise requirements over<br />
the long term is a very important competitive advantage;<br />
• in order to facilitate employability and career management,<br />
mobility has become a very important factor in mature countries<br />
such as France. The new HR organisation and HR tools provide<br />
good visibility of job vacancies, facilitate individual meetings with<br />
real professionals and enable greater equality of opportunity.<br />
In France in 2010, there were over 500 successful cases of<br />
internal mobility. Through the “TGV employment operation”,<br />
<strong>Schneider</strong> <strong>Electric</strong> was able to present the Group’s businesses<br />
and vacancies in all regions, at every stage of which key business<br />
professionals participated to attract suitable candidates.<br />
2010 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC 73<br />
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