施耐德电气组织发展实践——施耐德电气王俊ppt课件.ppt

1、Integrated Talent Management and Organization Development,Confidential Property of Schneider Electric,Wang Jun, Ph.D Director, Organization Development, Human Resources,Schneider China,26,000 Employees 1 Headquarter in Beijing，5 branches, 40 Regional Offices 1 Customer Care Center located in Beijing

2、 and Wuhan 700+ Distributors 300 Cities presence 26 Production Facilities 8 Distribution Centers 3 R&D Centers 1,000+ R&D Engineers 1 Energy University 1,000+ Local Suppliers,Page 2,Confidential Property of Schneider Electric |,HRBP,Global HR Functions,Rewards,L&D,Operations/TA&M,HR Structure & Inte

3、raction with OD/TM,HR Business Partner,HR Solutions,HR Services,Report to HR or Business Leader,Report to Global Human Resources,System support for TM campaigns (Talent Review, Succession Plan, Performance Management, Competency Review) Data source on talent analytics Operational support for talent

4、programs Critical role/talents hiring,Talent rewards and retention solution Salary analytics on talents Talent development program execution,30 % of implementation of global TM/OD initiatives 50% of execution of country level TM/OD programs 20% BU specific TM/OD,TM/OD,3,Transformational People Strat

5、egy To Support Business,High Performance Culture,Diversity & Inclusion,Learning,Leadership,Well-Being,Talent,Perform. review HC & people cost Spans & layers WESOP STIP Recognition program,Well-being training Well-being campaign Cool Site 2.0,Gender workshop Female in front office Female talents Youn

6、g talents Heforshe,One day training Digital learning Sales learning path On-boarding,China Actions,Performance and optimization,Happy and health workplace,Female & Generation,Learning day & path,China Priority,6 Leadership expectation Mentoring Career Connect Employee Engagement Retention dialogue /

7、checklist,Feedback & coaching,Talent Review and exposure Position based succession plan Critical role communities & assessment Chinese Talent Community,Pipeline and Community,We drive performance. Win as a team. Empower and engage our people.,We help individuals & teams unleash their full potential.

8、,We value and respect differences. We build a company where everyone has an equal chance to succeed and give fair opportunities for all.,We want our people to be recognized as the best professionals of our industry.,Our leaders are authentic. They coach and inspire their teams.,We build careers. All

9、 employees who are performing at the required level and who demonstrate alignment with the Schneider SCOPE values are Talents.,Global Ambition,TM & OD Focus,Lead strategic intervention leading to greater talent and organizational development,5,Integrated Talent Management,Performance gaps highlight

10、areas for competency development Accurate performance assessment underpins the Talent Review Succession planning is informed by accurate assessment of candidate competency vs success profile and results from the talent review IDPs containing SMART development goals are the central link between all t

11、hese discussions and are the means of tracking progress,New calendar & Performance process,Talent Management process,N-1,N-2/N-3,Young Talents,Solution,Challenges,ONE China Talent Management,Leading in new “Normal” ONE team spirit Succession,Digital competency & capability Strategic outside-in view

12、Female leadership,Identification of top Accelerated development Innovative retention plan,Buy,Build,Hire 5-10 1 job away potentials to prepare succession,Develop own successors,Female in commercial mgt. Digital talents,Tiger 2.0 IDP for Box 9/8/6,Marco Polo Management Trainee,Leading & Engaging Gen

13、Y BU young talents program 1 gen Y at N-2,LEAD/LEAP /One Leadership program Reverse Mentoring program,Quality,Raise the bar through high performance culture,Consistency,Calibration and Validation,Visibility,Cross BUTalent Exposure,Mobility,IDP, HRC+SCC mobility meeting,Diversity,Nationality, Generat

14、ion,Talent Management & Development Strategy,7,+,Managers judgment on final performance assessment balancing results and behaviors No target distribution on rating , no hard rules on weighting PIP to manage low performer,Differentiation & Calibration Managers must differentiate according to performa

15、nce N+2 managers calibrate for consistency,SCOPE values (Individual) Straightforward Challenge Open Passionate Effective,=,6 Leadership Expectations (MGR) Business developer Team builder Team player SCOPE values role model Great professional Decision maker,Manager responsibility Performance = what + how Performance management is a year-round business process STIP is integrated into performance management Strong empowerment in decision making Develop