APC 2012 Annual Report Download - page 76

2012 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC74
SUSTAINABLE DEVELOPMENT
2COMMITTED TO AND ON BEHALF OFEMPLOYEES
Top Employers 2012 certification seal
The Group is one of the 39 French companies awarded the Top
Employers 2012 certifi cation seal by the Corporate Research
Foundation Institute.
The Corporate Research Foundation Institute defi nes the qualitative
criteria used to qualify employers of choice, and identifi es and
awards the certifi cation seal to leading organizations in the areas of
HR, leadership and strategy. The main qualitative criteria are:
•remuneration practices (primary benefi ts);
•secondary benefi ts and working conditions;
•training and development;
•talent management and career development;
•company culture.
51Job Inc. awards in China
In2012, the Group recorded two HR awards in China: it has been
selected as a winner of both the 2012 Best Training and Best HR
Strategy categories of a program sponsored by 51job Inc., the
leading integrated human resources service provider in China.
Partnerships with universities
Since2011, m ultiple partnerships have been set up with the world’s
largest universities, including Moscow Power Engineering University,
Cairo University, INSEAD, HEC, ParisTech, Supelec, BMS College
of Engineering (Bangalore), Shanghai JiaoTong University, Peking
TsingHua University, University of Toronto, University of California
Berkeley and Northwestern University Kellogg. In2012, more joint
effort with global target schools were made, business and HR
leaders were actively involved in students visits, campus promotion
was done in the area of energy management.
Go Green in the City
Launched in2011 by Schneider Electric, Go Green in the City is an
international case challenge for university business and engineering
students around the world to fi nd clever solutions for energy
management. It is well-recognized as a global employer branding
initiative to attract female graduates for internship or recruitment
in 9 strategic countries: Brazil, Russia, India, China, France, USA,
Germany, Turkey and Poland; and in more than 90targeted schools.
As in its fi rst year, in2012 candidates were asked to present a case
study on the subject of energy solutions in the city. In pairs, with
at least one woman, students must propose viable solutions of
energy management in fi ve key areas of a city: residential areas,
universities, trade, water and hospitals. The best proposals will
reconcile increased demand for energy, social progress and
environmental protection.
Schneider Electric Career Portal – TalentLink
Recruitment
As part of the project to centralize the Group’s existing websites
and portals, Schneider Electric Career Portal has been updated
in the form of TalentLink Recruitment to more effectively attract all
categories of potential candidates including the internal job market
amongst current employees. Particular emphasis is placed on the
Group’s specialization in energy management. Promoting a strong
employer brand in this way has helped to position Schneider
Electric as a globally recognized benchmark employer, capable of
both attracting the best talent and mobilizing all employees around
a set of shared values that are aligned with the Group’s strategic
development.
4.4 Fostering talent and competence
Connect company program initiatives such as digitization,
simplifi cation, growing services business or customized supply
chain, etc., demand ongoing adaptation and skills 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 Connect company program.
In 2012, 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 organization. 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 individualized decision-making in the area of career
management, remuneration and recognition.
Furthermore, Learning Strategy Consulting Process was deployed
in2012, which help all major business units and functions to create
learning strategies aligned with the strategic workforce plans and
Connect program. These strategies link business priorities to
required learning solutions for critical competencies.
Action plans
3E Program
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).