APC 2014 Annual Report Download - page 86

2SUSTAINABLE DEVELOPMENT
COMMITTED TO AND ON BEHALF OF EMPLOYEES
Anticipating workforce needs 4.5
As Schneider Electric’s strategy continues to evolve, the Group The workforce planning practice emphasizes the mobilization of
has been working to widen and strengthen its Strategic Workforce the expert teams in Talent Acquisition and Learning Solutions.
Planning practice across businesses, functions and geographies. Talent Acquisition supports the businesses to apply aligned
Since the creation of a small team dedicated to Strategic talent-sourcing strategies that ensure internal talent is identified
Workforce Planning in 2011, a solid workforce planning method and leveraged, and external talent is brought in through the right
has been deployed. Numerous new entities are deploying the channels such as graduate recruitment or targeted experienced
practice to translate their business strategies into workforce recruitment for critical roles. Learning Solutions design the relevant
implications. Entities which previously implemented workforce development paths to up-skill candidates for critical roles and
planning are now starting to review and refresh their plans on an competencies as well as supporting effective onboarding and
annual basis and are focusing on the implementation of the integration of external talents into the Schneider Electric business.
workforce actions that enable the execution of their business
Action plans
strategies.
Approach
All action plans serve to make workforce planning part of
Schneider Electric’s management DNA. This means that the
Schneider Electric’s Strategic Workforce Planning method deployment to new functions, businesses and countries is
systematically connects the business strategy to the key workforce continued and that existing workforce plans are continuously
implications and enables concrete decision-making and precise refreshed and subsequently implemented. In 2013 and 2014, the
action-planning around recruiting critical roles, developing critical Group has, and will, continue to introduce workforce planning for
competencies and evolving workforce productivity. The practice numerous country organizations in both emerging and mature
relies on a strong collaboration between the business leader, the economies following a business strategy campaign that was
human resource business partner and the finance controller. This deployed during the year. Today, the method reaches now two
collaboration enables a high quality translation of the business thirds of the countries where Schneider Electric operates.
strategy into the most important workforce priorities and ensures Workforce planning has also been systematically applied to the
financially sustainable decisions. prioritized business segments with a focus on solution oriented
critical talents. Furthermore, the Group continues to make
The Group prioritizes the deployment of the workforce planning progress with the R&D function as well as spreading the method
practice for those businesses and functions where the strategy and across the Global Supply Chain division.
transformation drives significant implications for the workforce. For
example, a collective force encompassing the solution business Alongside the continuous deployment, a development program
strategy, focusing on the services business, software, the Global has been launched for HR Business Partners and other key HR
Supply Chain transformation and the digitization transformation, Leaders to strengthen their business acumen and their ability to
drives the need for identifying critical gaps in the workforce. derive workforce implications and apply aligned workforce planning
within their entities.
Diversity and inclusion 4.6
Approach
More importantly, Schneider Electric believes that in treating all
people with respect and dignity, it strives to create and foster a
At Schneider Electric, diversity is an integral part of our history, supportive and understanding environment in which all individuals
culture, and identity. Having gone through a series of acquisitions, realize their maximum potential, regardless of their differences.
the Group has now operations in over 100 countries, its employees
Diversity and inclusion commitments
speak more than 50 languages, and 43percent of its workforce
comes from new economies. The first Diversity Group policy was The new Diversity & Inclusion policy describes how Schneider
written in 2006 and, at the end of 2013, Schneider Electric Electric wants to welcome differences as real value for the
launched a new global Diversity & Inclusion policy. The Group company and how its commitments should be addressed and
strongly believes that its success and its future depend on its implemented across the whole company. The Group works
collective ability to: through three major commitments:
reflect worldwide and diverse marketplaces;
l
value diversity at all levels of the company;
l
boost innovation with diversified teams;
l
leverage the value of the company’s diverse character and
l
multiple facets.
84 2014 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC