APC 2013 Annual Report Download - page 89

SUSTAINABLE DEVELOPMENT
COMMITTED TO AND ON BEHALF OF EMPLOYEES
Learning in “Connect”
learning, assessment and full certification paths, has been
progressively deployed in all countries in 2013.
There is a strong focus on Learning in our “Connect” 2012-2014 Academies and country-level courses have been progressively
company program. Within this program, “Learn & Grow” defines registered all over the year:
strong ambitions in training.
there are more than 10,000 modules of learning content
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The “Learn & grow” program was launched under the larger overall available in 7 languages to date.
Connect program to foster a culture where employees take the
initiative to learn, grow their competencies and drive their career 120,000 employees have access to the system.
l
development. Employees should feel able to do so regardless of 54,300 learners have completed e-learning modules, of which
l
their origin (education, background, nationalities, gender, business, 32,300 have clocked more than 3 hours’ worth of learning.
level,etc.).
2
59,000 employees followed at least one day training
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The following indicators have been defined to track progress in this (Instructor-led Training and digital learning).
direction: the percentage of employees who receive a minimum of 2013 being a deployment year, these figures show how digital
one day’s training each year is measured, as well as the number of learning has started to take off within Schneider Electric.
employees who express their satisfaction via the OneVoice survey
More than 80learning paths have been created from these
on the fact that they “have appropriate opportunities for personal
courses to develop soft skills in different fields. No managerial
and professional growth”.
approval is required for employees to register for online courses;
Another key component of Connect is the Engaging Leaders Program
employees are actively encouraged to take the responsibility for
which is focused on driving front line engagement. Schneider Electric
developing their competencies.
works to ensure its employees are highly engaged and can
My Learning Link has become Schneider Electric’s single global
understand/articulate how they contribute to the vision and mission of
learning offer repository for internal employees in 18 months with
the company. As such the Group relies on its leaders to drive this
the next step being to also progressively include training programs
engagement by ‘living’ the Schneider Electric Leadership brand. A
delivered to Schneider Electric customers.
specific initiative was launched in 2013 targeting front line managers
who are regarded as having a more direct impact on employee
This platform is instrumental in developing the skills of the
engagement. Focus groups were held globally and more than 600
workforce at all levels, supporting business strategies by targeted
manager2 discussed and gave their feedback on various aspects of
learning activities as well as enabling them to become a stronger
their role, development, communication and engagement. Specific
actor in their own development.
actions will be deployed in 2014 as an outcome from these focus
The platform is also instrumental in reaching the Group objective of
groups.
one day of training per employee per year, which is part of the
Global tools and enablers
Planet & Society Barometer.
Spice
“My Learning Link”
Spice is Schneider Electric’s social media platform; it also creates
a learning environment in which many internal communities can
My Learning Link, Schneider Electric’s global learning platform exchange, share knowledge, experiences and documents.
which integrates e-learning, webinars, social learning, classroom
Anticipating workforce needs 4.5
As the Group’s strategy continues to evolve, the Group has been
Approach
working to widen and strengthen its Strategic Workforce Planning Schneider Electric’s Strategic Workforce Planning method
practice across businesses, functions and geographies. Since the systematically connects the business strategy to the key workforce
creation of a small team dedicated to Strategic Workforce Planning implications and enables concrete decision-making and precise
in 2011, a solid workforce planning method has been deployed. action-planning around recruiting critical roles, developing critical
Numerous new entities are deploying the practice to translate their competencies and evolving workforce productivity. The practice
business strategies into workforce implications. Entities which relies on a strong collaboration between the business leader, the
previously implemented workforce planning are now starting to human resource business partner and the finance controller. This
review and refresh their plans on an annual basis and are focusing collaboration enables a high quality translation of the business
on the implementation of the workforce actions that enable the strategy into the most important workforce priorities and ensures
execution of their business strategies. financially sustainable decisions.
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2013 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC