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Wang Jun,
Director, Organization Development, Human Resources
Integrated Talent Management and Organization Development
Schneider China
26,000 Employees
1 Headquarter in Beijing，5 branches, 40 Regional Offices
1 Customer Care Center located in Beijing 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
Confidential Property of Schneider Electric |
Suzhou
Shanghai
Guangzhou
Shenzhen
Tianjin
Beijing
Chengdu
Urumqi
Wuhan
Xi’an
Head Office
Regional Office
Production Facility
R&D Center
Distribution Center
Customer Care Center
Page 2
HRBP
Global HR Functions
Rewards
L&D
Operations/TA&M
HR Structure & Interaction 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 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
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
Gender workshop
Female in front office
Female talents
Young 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 /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.
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 employees who are performing at the required level and who demonstrate alignment with the Schneider SCOPE values are Talents.
Global
Ambition
Transformational People Strategy To Support Business
Leadership
Development
Leadership vision
Leadership competency
Leader integration
Mentoring/coaching
Talent
Management
Culture and
Transformation
Employee Engagement
Performance Management
Diversity and Inclusion
Change Management
Organization
Capability
Talent strategy
Succession plan
Talent review
Hipo development prog.
Organization diagnostics
Spans & Layers
Critical role develop.
Career & competency
Lead strategic intervention leading to greater talent and organizational development
TM & OD Focus
Performance Management
Competency & Development
Talent Review
Succession Planning
Individual Development Planning
Performance gaps highlight 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 these discussions and are the means of tracking progress
New calendar & Performance process
Talent Management process
Integrated Talent Management
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
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
IDP for Box 9/8/6
Marco Polo
Management Trainee
Leading & Engaging Gen 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, Generation
Talent Management & Development Strategy
Individual goal achievement
Performance exceeds target
Performance on target
Performance Partially on target
Performance Below target
Match to a required behaviour
Role model
Demonstrated
Improvement area
Overall assessment
High Performer
Performer
Competent
Under-performer
+
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 performance
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
Developing people and teams
Performance Philosophy
Transformation in Performance Management
High performance / at potential
High performance / Solid potential
High performance / High potential
Solid performance / at potential
Solid performance / Solid potential
Solid performance / High potential
Low performance / at potential
Low performance / Solid potential
Low performance / High potential
2
4
5
6
7
8
At
(Same role scope)
Solid
(Expanded role scope)
Potential to advance
High
(Significantly Expanded role scope)
Solid
High
Low
Performance over time
9
1
3
Assessing and Selecting Leaders: 9 Box
Assessing Potential
Option
Score
1. Displays a strong orientation to our business
- Positive about Schneider and his/her career within the company
High
3
- Recognised for deep knowledge within their business/function
Medium
2
- Demonstrates a high degree of customer-orientation, whether external or internal
Low
1
2. Demonstrates effective critical thinking and decision making
- Effectively balances longer-term strategic with short-term tactical demands
High
3
- Manages complexity well, identifying casual linkages amongst diverse data
Medium
2
- Willing to challenge accepted solutions and take a fresh approach
Low
1
- Unafraid to make tough calls when necessary
3. Demonstrates learning agility and embraces change at the personal and organisational levels
- Is self-aware and understands own strengths/weaknesses
High
3
- Adapts rapidly to challenging situations, delivering results with minimal supervision
Medium
2
- Shows a willingness to champion and lead important change initiatives
Low
1
4. Actively fosters team and people development
- Is a team builder, focused on improving performance through people
High
3
- Demonstrates the required interpersonal skills such as giving feedback and coaching
Medium
2
- Is able to get the best out of people with diverse backgrounds
Low
1
5. Demonstrates effective collaboration: builds bridges to optimise performance
- Is open to new ideas and diverse opinions
High
3
- Manages the matrix well and collaborates effectively across different parts of the business
Medium
2
- Is well-networked externally
Low
1