APC 2014 Annual Report Download - page 83

SUSTAINABLE DEVELOPMENT
COMMITTED TO AND ON BEHALF OF EMPLOYEES
University Partnerships
media channels, to further build the Schneider Electric presence
and expand its reach. Highlights include:
In 2014, Schneider Electric has continued to focus on key improved organization and branding of major social media
l
relationships with a core selection of partner universities channels. This resulted in the Schneider Electric LinkedIn page
throughout the world. This enables a deep relationship to develop achieving 470,000followers (Dec.2014), doubling in 12months;
for the benefit of all. Primarily relationships exist with universities
with specialisms that align to our business - most commonly in through internal engagement, increased advocacy of Schneider
l
engineering, energy management or technology. Ranging from: Electric as an employer has been achieved; by our people,
through social media, for recruitment purposes;
sharing of our business acumen – for example competitions and
l
launch of a dedicated «Schneider Electric Careers» Facebook
l
guest lectureships;
page; to engage in conversation with potential candidates and
sponsorship initiatives;
l2
provide authentic content about Schneider Electric as a place to
on campus recruitment events.
l
work; since launch (Sept.2014), it has received over
This approach has enabled strong talent pipelines to be 35,000«likes» (Dec. 2014).
established for key target skills and greater awareness of
Further recognition
Schneider Electric as an employer. In addition, in 2014 our efforts
have been recognized by others, in particular: External validation of our ongoing employer branding strategy is
in Asia Pacific, Schneider Electric was placed no.14 by
l
crucial in validating Schneider Electric as a potential «employer of
engineering students in Universum’s «most attractive choice». In 2014, recognition was received by achieving:
employer» rankings; a place in LinkedIn’s coveted «Most InDemand Employer»
l
the campus management program in India was selected as an
l
rankings worldwide – appearing for the 1sttime in the list
«HR best practice» at the 3rdNHRD-Titan Showcase awards in (no.50); this is based upon interactions on the social media site
Bangalore. with Schneider Electric employees and company areas;
Our Employer Brand and Social Media
for the 3rd year running, a ranking in the top 50 (47th) globally in
l
Universum’s «World’s Most Attractive Employers» results
Over the last 12months, a coordinated and integrated approach among engineering students; the rankings are based on the
has been taken, with regards to maximizing usage of key social nominations of almost 200,000business and engineering
students from top universities in the world’s 12largest
economies.
Fostering talent and competencies 4.4
The ongoing growth of Schneider Electric’s businesses in markets The following indicators have been defined to track progress in this
around the world requires the development of leaders and direction: the percentage of employees who receive a minimum of
innovators across all disciplines. Matrix organization structures and one day’s training each year; and the number of employees who
virtual teams place new demands on employees. The Connect express their satisfaction via the OneVoice survey on the fact that
company program initiatives such as digitization, simplification, they «have appropriate opportunities for personal and professional
growing services business or customized supply chain,etc., also growth».
require ongoing adaptation and skills enhancement. Learning and Schneider Electric places a strong focus on the effective
career development is therefore at the heart of Schneider Electric’s management of talent at all levels. To this end, a talent review
Human Resources policy. process operates across the organization to help ensure that
Approach
talented individuals are identified and realize their full career
potential. Structured succession planning for critical roles helps to
accelerate individual career development while maintaining
continuity for the organization. In selecting and developing talent,
There is a strong focus on Learning in our «Connect» 2012-2014
an important consideration is also to foster diversity such as
company program. Within this program, «Learn & Grow» defines
gender and nationalities (new economies as well as mature
strong ambitions in training, fosters a culture where employees
economies). At the individual level, tools and processes ensure that
take the initiative to learn, grow their competencies and drive their
clear goals are set and tracked in the areas of both performance
career development. Employees should feel able to do so
and development. Managers and employees are able to draw on
regardless of their origin (education, background, nationalities,
extensive resources in support of individual development, and
gender, business, level,etc.).
these activities are formalized in an Individual Development Plan.
81
2014 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC