Believing great people make a great company, the leader in the digital transformation of energy management and automation empowers its people to grow to their fullest potential in a meaningful environment.Schneider Electric, the leader in the digital transformation of energy management and automation with a global presence in over 100 countries and regions, thrives on its purpose to empower the world to make the most of our energy and resources, bridging progress and sustainability for all. And this mission can also apply to its people strategy.
Seeing people relations as a journey of “value co-creation”, Jimmy Chong, Human Resources Director, Schneider Electric Hong Kong (pictured below), believes human resources (HR) plays a critical role in traversing this journey for employers and employees. “When we develop a campaign, a policy, or a process, we should always ask ourselves: What kind of value can we bring?” said Chong. “How can we bring the most value out of this?
Schneider Electric has well-demonstrated how to strike a balance, or what it calls ‘dynamic equilibrium’, through its ways to hire, develop and retain potential and passionate talents, and build a sustainable future for both employees and the company.
One of its focus areas is strategic hiring. Schneider Electric has tapped into targeted social campaigns and strategic partnerships, including alumni and referrals, university/campus partnerships as well as other outreach campaigns such as ‘Go Green’ and ‘Global Student Experience’, to engage potential fresh graduates and strengthen its efforts in employer branding.
It has also leveraged automation and artificial intelligence (AI) technology to elevate candidate experience and free up energy in HR. For instance, a new tool ‘HireVue’ was introduced to support talent identification and reduce layers of interviews; and a new CRM system ‘iCIMS’ supports better organisation and segmentation of talent in the pipeline.
In line with its ‘Life is On’ mantra, Schneider Electric’s workforce is energised through developmental opportunities.
To groom young talents into future leaders, a series of local and global programmes have been launched, such as the Sustainability Consulting Leadership Programme, Global Marketing Graduate Trainee Programme alongside its ongoing Graduate Trainee and Engineering Trainee programmes. All these programmes aim to provide adequate platforms to nurture talents in their specific domain and create a sustainable talent pipeline.
Focusing on graduate programmes doesn’t mean current employees are forgotten. Its AI-driven career development platform ‘Open Talent Market’ opens the door for internal mobility and provides employees visibility into a variety of opportunities available within the organisation. Employees are encouraged to apply for part-time projects, mentorships and open positions across different regions to equip themselves with necessary skillset for future developments. The platform will match employees with personalised opportunities based on their profile and development aspirations.
As a continuous effort to bridge gaps, reskilling and upskilling employees have become an increasingly important topic at the centre of its people strategy. Schneider Electric provides a bite-sized digital learning platform ‘My Learning Link’, enabling learning on the go. Webinars based on the learning needs of different teams and functions are made available, allowing employees all over the globe to learn together, connect and engage virtually.
“At Schneider Electric, we believe all employees are talent,” emphasised Chong. “We empower our people to grow to their fullest potential, develop new skills and build sustainable careers for today and tomorrow.”
Growing employees to their fullest potential also includes their wellbeing. To cultivate a more agile, inclusive, empowered and trusting company culture, Schneider Electric has implemented a hybrid work model, allowing employees to have a flexible working arrangement depending on everyone’s needs.
Schneider Electric also believes in constant recognition – after all, a simple ‘thank you’ can go a long way in building trust and creating a caring environment. For this purpose, Schneider Electric has rolled out the ‘Step-Up Recognition’ platform for employees to recognise and be recognised for the extra miles taken in different projects and initiatives, and redeem incentives, anytime and anywhere.
“We believe that great people and partners make Schneider Electric a great company,” concluded Chong. “Our commitment to innovation, diversity and sustainability ensures that ‘Life is On’ everywhere, for everyone and at every moment.”
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