APC 2015 Annual Report Download - page 86

2015 REGISTRATION DOCUMENT SCHNEIDER ELECTRIC84
SUSTAINABLE DEVELOPMENT
2COMMITTED TO AND ON BEHALF OFEMPLOYEES
areas of strategic workforce planning and talent management; it
will also improve the matching of resources to demand regarding
learning in the different parts of the organization.
Action plans
Innovation in training
Research shows that building and sustaining a high-impact
learning culture are smart business, both in short-term business
performance and long-term business growth. Because we want to
achieve our business goals and stand out from the competition, we
know we must invest in our people and prepare them for the future
with the right set of skills. The innovations that Schneider Electric
conducted in 2015 are solid steps in that direction.
First, t he Group progressed on its digital journey:
Offl ine player: My Learning Link now offers an Offl ine player for
e-learning. It enables users to download courses when they are
on the network, and play them later offl ine, wherever they are,
connected or not. This is a fi rst step towards a more convenient
and fl exible learning experience. Only a small part of the catalog is
currently available offl ine, but this list will extend as time goes by.
Mobile devices: the Group has fi nalized studies to defi ne action
plans to increase the number of learning offers accessible through
mobile devices. The fi rst courses on tablets and mobile phones
were launched in June2015.
Digital learning: academies (see « Organization » below) and
countries have continued their actions to transform their in-class
offer into e-learning or blended programs. As of end-2014, the
Schneider Electric learning catalogue encompasses 20,000learning
objects including 11,500 on-line courses (e-learning, quizzes, tests
and videos).
Secondly, Schneider Electric has successfully tested new
approaches:
Launch of a COOC (Corporate (Massive) Online Open Course): in
the context of the launch of Schneider is On, the management of
the Group wants to train all managers in the new organization and
its impact on work methods. To do this, the Group decided to use
an MOOC type platform known as «Schneider IQ». Consisting of
nine modules running for around 20 minutes each, which contain
questions, videos and a chat and integrated social network module,
Schneider IQ gives employees the chance to discover transversal
topics key to the success of the strategy through a mechanism
that is innovative, fun and mobile. With nearly 5,000 participants at
the end of June2015 (i.e., ¼ of the managers), the platform was
opened to all employees in July2015. Schneider IQ has more than
14,000 users at year-end fi n 2015 and about fi fteen MOOC type
modules.
Learning week: for the second consecutive year, the Group
organized a Learning week, which was held worldwide from
October13 to 17 , with three main objectives:
• foster a culture of self-development: I learn and I enjoy;
•share with colleagues, experts;
•reach «One day training per year for all».
Many activities were organized such as webinars and workshops on
key subjects, collective e-learning, market place, roundtables with
leaders, training courses, employee initiatives to teach professional
and personal subjects to colleagues, games, contests, selfi es on
Spice (our social network), etc. Over 38,000 employees actively
participated. Consolidated results from the Learning week confi rm
our success:
•75% of respondents satisfi ed (2,428 answers, including
620managers and 1,808individual contributors);
•74% are likely to recommend the Learning week to a friend or
colleague;
•92% of respondents think that Learning weeks should continue
to be organized in the future;
•415,000 training hours were registered in October, which is the
highest monthly record of 2015 (average monthly progression:
192,000hours), and an increase by 6% compared to 2014.
Collaborative Learning: a vote was organized to celebrate the most
active learning communities utilizing web and social media tools to
build collaborative learning groups. These groups are centered on
communities with common topics of interest such as New Hires,
Action Learning Project Teams, Corporate leadership programs
etc. New groups were also launched such as that for Front Line
Managers.
«3E» program
The 3E program was implemented to collect existing individual
development practices at local level . It involves relevant work
experience (Experience), managerial coaching and feedback
structures (Exposure) and appropriate training investment
(Education). The generic 3E playbook for the 19 cross-functional
competencies provides ideas for concrete individual development
actions. The 3Es have been integrated in the new HR information
system, under the individual employee plan. The Group’s aim is
to give all employees the opportunity to draw up a personalized
skills and solid career development plan in collaboration with their
managers.
Organization
Global academies
The academies’ curricula are built using the outcome of workforce
planning (see page86 ). Schneider Electric benefi ts from a network
of Learning Solution internal consultants. They are in the different
geographies and support managers and HR offi cers in identifying
the relevant Learning Solution for the needs of their employees. For
example :
•Global Supply Chain (GSC): the Global Supply Chain Academy
provides every professional within the GSC function with the
opportunity to learn and develop their functional knowledge,