APC 2012 Annual Report Download - page 78

2012 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC76
SUSTAINABLE DEVELOPMENT
2COMMITTED TO AND ON BEHALF OFEMPLOYEES
“LEAP”, the entity and regional high potential program of One
Leadership, has received great feedback from participants and
business leaders, in particular on the 3E approach (Experience,
Exposure and Education) and on the real business problem solving.
About 300participants joined these regional cross-entity programs.
During 2012, we launched a newly redesigned executive
development program, “Lead to Achieve, Impact and Inspire.”
Combining our previously three separate programs for emerging
leaders, mid-level high potentials, and senior high potentials, we
developed 260 of our top high-potential talents. The new program
focuses on the development leaders need at each of the three levels
with a focus on people leadership skills. As part of the program, the
participants work on cross-functional and cross-generational teams
to address business challenges faced by Schneider Electric as part
of the Connect transformation.
Other functional skills development
Our global training offers are designed by the “Academies”
in close cooperation with business leaders. In addition to
Solutions&Leadership skills development, Schneider Electric has
initiatives in key functional areas such as:
•Global Supply Chain (GSC): The Global Supply Chain Academy
was set up to provide every supply chain professional the
opportunity to learn and develop their functional knowledge,
capability and competencies in the six domains of Customer
Satisfaction & Quality, Manufacturing, Purchasing, Logistics,
Safety, Environment, and Industrialization. In 2012, the Group
strengthened the Supply chain academy which has now
members in each geography in order to better design an offer
adapted to local constraints and present it to local entities.
5,500 GSC employees have been trained, a 120% increase
from 2011. Each white collar employee spent an average of
2.7hours on e-learning;
•research&development: The Offer Creation Academy addresses
the competency needs of the Offer Creation Process (OCP) to
ensure the right competency levels of R&D employees globally.
Our range of learning offers cover the entire OCP lifecycle,
addressing skills such as project management, design&testing,
R&D processes, software tools, etc. The Group is also
increasingly focusing on building learning offers around software
development competencies. Around 3,500 people have been
trained during the year2012 with the Offer Creation Academy
learning solutions with a high level of satisfaction;
•transactional sales: The Sales Excellence Academy focuses
on the sales competencies needed to support transactional
business, which is also undergoing transformational changes
driven for example by EcoStruxure. The Professional Sales
Leadership program, targeting more than 2,000sales managers
addressing their roles as strategist, coach and communicator,
was piloted and deployed in2012. Another new instructor led
course, which addresses negotiation skills and targeting 16,000
sales people, was piloted in2012 and is ready for deployment
in 2013. In addition, with the deployment in 2013 of the new
global learning management system, My Learning Link, a large
variety of e-learning on sales related topics will now be available.
Innovation in training
Collaborative Learning: A number of learning communities
were launched in 2012 utilizing web social media tools to build
collaborative learning groups as part of a learning program. These
groups were centered on communities such as New Hires, Action
Learning Project Teams, etc. The learning the Group has derived
will be used to build upon further iterations in2013.
4.5 Anticipating workforce needs
The business growth of Schneider Electric, its ever expending
locations, and the shortage of critical skills available on the market
inspired the Group to create a small team dedicated to Strategic
Workforce Planning in 2011. This team’s mission is to create a
practical framework which fl ows from the organizational strategy
and links operational HR execution to the medium and long term
business needs.
The aim is to enhance management practices so that leaders have
a practice of anticipating their workforce needs and develop their
employees to address the future business challenges.
The solution transformation and geographic expansion created a
sense of urgency around creating an HR practice comfortable with
anticipating the future competency and headcount gaps needed
to capture the market of tomorrow. With that in mind, the Strategic
Workforce Planning team has a responsibility to build skills and
confi dence in this methodology with strategic planners, business
leaders, fi nancial controllers and HR staff.
In2012 we have extended and made our approach more systematic
to help more leaders anticipate the workforce and competencies
needed to support business evolutions. We did it at global level
for the Executive Committee and also in 15countries across most
businesses and Functions. In the frame of Connect company
program, leaders have been made in charge of anticipating the
evolution of their workforce and preparing their people to these
changes.
Approach
The changing economic conditions around the world have caused
Schneider Electric to develop a workforce planning methodology
which is agile enough to adjust based on today’s results while
maintaining alignment with the organization’s long-term strategic
direction.
Strategic Workforce Planning provides a framework to help the
businesses manage change and risk through simulating factors
out of their control and developing strategies and responses to
mitigate that risk. It helps the leaders deal with the unknown
and rehearse how they might adapt to future events through
decisions they make today.