Strategic Workforce Planning and Competency Management at Schneider Electric

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Dominic Lambert
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1 Strategic Workforce Planning and Competency Management at Schneider Electric Congres HR 7 et 8 octobre Cecile Rayssiguier 1

2 Cécile RAYSSIGUIER Workforce and Competency Management, SCHNEIDER ELECTRIC An engineer by training, I began my career as an entrepreneur and then opted for operational positions in various organisations. The past 25 years have given me a hands-on experience of a wide range of corporate fields, i.e. manufacturing, logistics, maintenance, quality, sales, business development, sales administration, business intelligence, IT, R&D, and Human Resources. In the roles of project manager, manager or director, I have worked in three economic spheres, namely Consulting and Training (10 years in CEGOS), then I.T. (10 years at Compaq and HEWLETT PACKARD) and currently in the sector of Energy (AREVA then SCHNEIDER Electric). This varied career path has led me to work for these large international groups and allowed me to gain insight into how a company operates, particularly customer satisfaction and business development. My responsibilities were always to boost business performance, define, implement and supervise operational models in line with business requirements. The entrepreneurial spirit of my early days has proved a real asset over the years and given me a readiness for transformation and change management (I am a Master Black Belt, Coach, and PMI certified). Excellence and execution addict, I am passionated by value, people, new technologies, visual management, collaboration and knowledge management + diversity concerns. 2

In the roles of project manager, manager or director, I have worked in three economic spheres, namely Consulting and Tr

3 Comment accompagner l'évolution des Offres, du Marché et du Business Model par une bonne anticipation des besoins de changements humain, la simulation financière des scénarios de transformation, puis l'exécution des plans Stratégiques (Strategic Workforce Planning)? > VUCA World = le Strategic Workforce Planning ne peut plus s'imposer comme une fin en soi, la fonction RH doit changer de paradigme ; les patrons de business attendent une meilleure écoute de leurs besoins, de l'innovation et de l'agilité dans les solutions de transformation > Anticipation des compétences critiques = Un "système de référence des métiers" stable depuis 10 ans est une garantie de continuité des efforts, et de meilleur assemblage de toutes les pratiques RH > Vitesse et Alignement = quels sont les avantages à créer des communautés de pratiques pour chaque compétence critique et à investir dans le Management des Compétences 3

> VUCA World = le Strategic Workforce Planning ne peut plus s'imposer comme une fin en soi, la fonction RH doit changer de paradigme ; les patrons de business attendent une meilleure écoute de leurs

4 Schneider Electric : 10 years of tremendous transformations From the «World leader in automation and electricity management».. to.. 4

5 Talent Readiness. Business Strategy and Plans Supply Evaluate current talent Demand Align talent demand with Strategy Identify the talent gaps Talent Strategy Build & Buy Develop Experience Exposure Education Recruit Sourcing Attraction Selection Integration Productive and competent workforce that implements strategy 5

demand with Strategy Identify the talent gaps Talent Strategy Build & Buy

6 implies excellence in 2 key value chains Competency Management Set Competency Strategy Launch Competency Reviews Run Competency Reviews Analyse Results Improve System of Reference Adapt Community Roadmap Adapt L&D offer, TM,. Business Strategy and Plans Supply Evaluate current talent Demand Align talent demand with Strategy Identify the talent gaps Talent Strategy Build & Buy Develop Experience Exposure Education Recruit Sourcing Attraction Selection Integration Productive and competent workforce that implements strategy Workforce Planning Identify needs for transforming the workforce Sell SWP Train Project Team Choose SWP Method Create strategic Plan Approve Execute & Integrate 6

Business Strategy and Plans Supply Evaluate current talent Demand Align talent demand with Strategy Identify the talent gaps Talent Strategy Build & Buy Develop Experience

7 VUCA World Stable Principles for Action System of Reference Holistic «Make or Buy» System Business Playbook Competency Playbook ANTICIPATE SIMULATE EXECUTE 7

8 Our System of Reference : stable and robust since 10 years Purchasing Sales HR IT. Manage ment Maintenance. Operations Projects Support.. Very local to Global The backbone of our system for Competency Management, fully integrated with our HR practices, and orchestrated by Competency Managers

. 9 8 10 12 The backbone of our system for Competency Management, fully integrated with

9 A collective focus on our Critical Roles Critical Positions 30,000 Headcount in Critical roles Schneider Electric = 180,000 total Headcount 9

Action of organization-0s

Action of organization-os // Metadata Name Action of organization-0s Keywords Action of organization, Organizational action, Business process, Internal process, Inter-functional process, Core process,