APC 2011 Annual Report Download - page 76

REGISTRATION DOCUMENT 2011 SCHNEIDER ELECTRIC74
SUSTAINABLE DEVELOPMENT
2COMMITTED TO AND ON BEHALF OFEMPLOYEES
Schneider Electric Career Portal
As part of the project to centralise the Group’s existing websites,
Schneider Electric Career Portal has been created to more
effectively attract all categories of potential candidates. Video
employee testimonies have been associated. Particular emphasis
is placed on the Group’s specialisation in energy management.
Promoting a strong employer brand in this way has helped to
position Schneider Electric as a globally recognised benchmark
employer, capable of both attracting the best talent and mobilising
all employees around a set of shared values that are aligned with the
Group’s strategicdevelopment.
4.4 Fostering talent and competence
One company program initiatives such as the evolution from
products to solutions, growing internationalisation or employee
engagement demand ongoing adaptation and skill enhancement.
Training, therefore, is at the heart of Schneider Electric’s Human
Resources policy.
Approach
Schneider Electric global Talent Acceleration program is designed
to increase the Group’s talent pool and develop diversity, in
accordance with the One company program.
In 2011, this program continued to focus primarily on new
economies but also on enhancing managerial ability to identify and
mentor employees that show exceptional potential.
To this end, performance management tools were deployed at
all levels of the Group’s organisation. These include individual
skill reviews, annual performance appraisals, mid-year reviews
to assess progress and adjust targets, and “people reviews”.
All of these resources help the Group continuously monitor and
accurately evaluate individual as well as collective performance, and
identify high potentials. The use of these tools has made for more
objective and individualised decision-making in the area of career
management, remuneration and recognition.
Action plans
3E Program
In 2009, Schneider Electric implemented the “3E” program to foster
optimal skills development. It involves relevant work experience
(Experience), managerial coaching and feedback structures
(Exposure) and appropriate training investment (Education).
The Group’s aim is to give all employees the opportunity to draw up
a personalised skills and career development plan in collaboration
with their managers with career and competencies reviews.
Schneider Electric University
Schneider Electric University offers courses that build knowledge
and skills across the organisation in technical, solutions, supply
chain, and leadership competencies. All of this training is offered
through a blended learning of class room and e-learning facilities. All
training modules are assessed by the participants on the quality of
the content, the teachers, the format and related logistics.
In 2011, eight Group campuses worldwide are dedicated
to employee training: the US (Chicago and Boston), France
(Rueil- Malmaison and Grenoble), China (Beijing), India (Bangalore),
Brazil (Sao Paulo), and the eighth campus was created in
November2011 in Russia (Moscow).
“One Champion” e-learning portal
The One Champion e-learning portal was launched in 2009 to
ensure that all Schneider Electric employees have access to the
same training programs.
In 2011, 68,275 employees have developed their knowledge thanks
to the 52 customised modules available on this on-line learning
platform, a 25% increase compared to 2010 (55,000).
The most selected modules are: Our Values, Energy Effi ciency, Our
Principles of Responsibility, E-mail effi ciency and Safety awareness.
New modules such as Why Solutions, Discovering EcoStruxure,
Energy Technical Institute, Global Supply Chain and Marketing
Academy have been added during the year. A specifi c chapter,
Welcome to Schneider Electric, is also available and dedicated
to newcomers in the company. A Gender Diversity module is
alsoavailable.
Energy & Solutions University
As part of the Planet & Society Barometer, Schneider Electric
set a target for 2009-2011 to train 2,000 employees in energy
management solutions. The HR organisation in charge of Learning
& Development partnered with the Solutions & Energy Effi ciency
Department (within Strategy & Innovation) and the business
leaders to develop the Energy & Solution University, in order to
accelerate the development of strategic skills in solutions and
services. Certifying career paths are offered to employees (account
managers, sales representatives, solutions architects, projects and
services teams, etc.). At end of 2011, 1,621 people in 55 countries
have received certifi cation and more than 8,500 people are enrolled
in the certifi cation path.
Leadership Development
“One leadership”, a suite of programs addressing the learning
needs of managers and regional talent, was deployed on a global
level by the Leadership Academy. By the end of 2011, about 3,800
managers from all countries had participated in the different offers
for manager and senior managers.
“LEAP”, the entity and regional high potential program of One
Leadership, has received great feedback from participants and