Discuss about the Strategic And Operational Plan Of Schneider Electric.
Analysis of strategic and operational plan for identifying relevant policies and objectives
The strategic and operational plan of Schneider Electric are focused on maintaining sustainability considering the providing of best quality customers’ services through the use of lesser amounts of resources and prioritizing on the technology to become more connected, stable and smart. The company, being specialized in the field of energy and automation management provided best quality technological solutions, at the same time, kept the ecosystem safe, and protected the assets and people present within the community. The plan should be documented and then monitoring the progress would be important. It could help in making any changes to manage corrective actions, furthermore conduct the annual performance review and manage the starting of a new product life cycle. By analyzing the strategic and operational plans at Schneider Electric, it would be easy to focus on the achievement of milestones, furthermore focus on the managerial tasks and features to achieve the positive desired outcomes [1]. According to the Internal Energy Agency or IEA, Schneider Electric has followed the energy efficiency policies and procedures to reduce the energy consumption and even produced lesser amounts of carbon dioxide without making any compromise to the quality of production of products and services.
The performance management processes were implemented at Schneider Electric to make sure that the performances of the employees could be monitored and their areas of weaknesses were identified. This would allow the company to understand their needs for development and training sessions could be provided accordingly. The objectives of the organization would also be to leverage the new energy challenges and make the employees trained enough to make them perform to their potential, furthermore focus on lesser energy consumption and reduced carbon dioxide emissions. The objectives would also include documenting the individual performance as well as providing better visibility and transparency for managing the accountability to meet the expectations of the customers. Performance management processes’ goals and objectives could also be to deliver consistent feedbacks regarding the job roles, linking the performance with the compensation of the employees and rewarding the top performing employees for motivating and encouraging them [2]. The performance management processes would also help to achieve the goals of digital transformation of customers and ensure continuous innovation. It can also be beneficial for Schneider Electric to engineer products, services and solutions that will unlock their potential to provide the best customers’ experiences too.
The line managers play a major role to act as a middle person who transfers the messages and information provided by the managers of Schneider Electric to the employees. The implementation of HR policies, procedures and strategies are informed to them by the line manager, which can also help in better understanding of job roles and responsibilities along with better line management and decision making too [3]. The key performance indicators are derived through various actions undertaken by Schneider Electric in Australia such as:
The employment situations and opportunities at Schneider Electric are immense and due to this, many of the individuals have been working at the company and have been paid well too. The employees are dedicated to align the organization into the integrated global team to manage the automation and technology solutions, which has not only reduced the energy consumption but also has maintained consistency in quality. Based on the employment situations, it would be important to make sure that the roles and responsibilities were properly assigned to the individuals for ensuring successful business functioning. The job designing is flexibly managed, which has allowed the staffs to understand the job roles properly and this has created good working conditions and a positive culture at Schneider Electric [4].
The communication should allow the stakeholders to provide inputs and manage the actions properly during the various stages of the program development. With the proper implementation of communication and consultation strategies, it would be easy to manage global reach with an unique local presence and attract a huge number of customers. The customers would get best quality technological solutions that would keep them hooked with the company and trust and loyalty would be established as well. The selection of individuals would be dependent upon the purpose of communication strategy, which could not only help in increasing the demand, but would also involve a group of skilled and knowledgeable workers to manage effective participation. This would not only enable participation of various individuals but could also manage consultation and identify the roles and responsibilities required to implement the communication strategy. It would also estimate the time and select the right audiences to be communicated with for consulting about the project that would be undertaken. Consulting with the shareholders or investors would help in assessing the amount of investments needed to be done while the communication strategy managed to establish relationships with the customers could allow for understanding their needs and preferences [5].
Training to relevant groups and individuals to monitor performance
Training to the workers of Schneider Electric could make them know about the electrical distribution products and services and address the needs f the end markets too. They would be able to know about protection functions, power monitoring and control, power meters, cable management systems development and management of network connectivity too. For managing enhanced performances through the performance management system, training should be provided to enhance their skills, identify the performance related gaps, and provide feedbacks. The performances of the employees would be monitored and then checked for the areas of weaknesses, based on which, feedbacks should be provided and then training for facilitating their level of skills, knowledge and expertise. This would also ensure managing the talents properly, furthermore ensure that the human resources could be managed with convenience. The training provided to these groups could also create convenience in developing automation facilities and reduce the amount of energy consumption, furthermore ensure successful installation at the non-residential buildings through various automation and security systems [6].
The grievance procedures are mainly used for making sure that any sort of conflicts and disputes are resolved and proper monitoring of performances is done with the use of performance appraisal techniques. The grievance policies could address the disagreements related to the content and information present in the performance appraisal technique based on the performances of the employees. The misinterpretation of the policies and practices that could affect the employment of an individual should also be assessed based on which resignation or termination of employment contract should be done at Schneider Electric, Australia. The employees though do have the right to provide grievance documents associated with the employment relationship and for resolving the disputes furthermore protect the rights and responsibilities of the employees while working at the organization [7]. It is the duty of the HR representative of Schneider Electric to discuss and communicate necessary information with the departments and consult with other stakeholders for managing mediation and resolving the disputes prior to advancing towards a formal grievance procedure. Time standards should be set for appealing the grievances as well as conduct a review meeting considering the issues that might arise due to the absence of a necessary party. The grievance review during the meeting must be held at normal working hours outside the regular working schedule. The non-retaliation procedures should be set to enable fair internal mechanisms for overcoming the issues faced by the employees. The appeal made during the grievance procedure should be dependent upon the willingness of the staffs to participate and this could reflect the status of the employees, furthermore prevent any informal resolution process at Schneider Electric, Australia.
The managers, both general manager and line managers made sure to manage the human resources properly to deliver the best quality customers’ services in the four major market segments including the non-residential and residential buildings, infrastructures, industries, machineries manufacturers, data centers and networks. The line managers passed on the information and messages of the manager of the organization to the employees so that they could know about the policies and procedures followed at Schneider Electric, furthermore remain aware to carry out their roles and responsibilities without any misconduct [8]. The line managers do hold the responsibilities to conduct training sessions to improve their skills, competencies and abilities to perform much more effectively. Intervention is achieved by Schneider Electric though the management of positive working conditions and positive behaviors among the employees, which helped in accessing the different market segments and even fostered teamwork and coordination while working on a project within the global platform. The company even maintained fair and equitable business policies and practices to safeguard the employees and even maintained equality within the workplace without any form of discrimination based on race, religion, race, color or ethnicity. The Designated Labor relations were assigned to address the concerns of employees and maintain safety and proper health of the employees by improving the level of morale and dignity too. The recruitment policies and Fair wages act enabled intervention and compliance with the organizational policies and practices to negotiate the wages and conditions of employment, manage annual increase in pay for the performance principle [9].
Following the Fair Work Act and Equal Opportunities at Work Act, Schneider Electric, Australia could address the termination of employment at the pre-employment stage by developing the employment contract and even manage payment of wages of right amounts to the employees without discriminating. The written policies should include workplace safety, harassment, employer’s property, timekeeping, termination procedures, etc. Each and every employee should be provided with equal scopes and opportunities to excel in their performance, furthermore maintain a stable culture free from discrimination and maintain workforce efficiency too [10].
The outcomes or achievements through the maintenance of performance management sessions could be effective for both the organization as well as its employees. Th performance management sessions have result in higher level of employee engagement and this has facilitated the communication process and chances of being adjustable to the organizational change circumstances too. The participants could clarify their roles and responsibilities properly while working at Schneider Electric and resolve the disputes quite easily [1]. The performance sessions have, most importantly, improved the performances of the staffs at Schneider Electric and even kept the promises of achieving the desired organizational standards with ease. The staffs were provided necessary tools and techniques for delivering the best results while mentoring and coaching programs were managed to develop skills through sharing and exchange of personal information and experiences. Based on the performances, the employees would be provided with rewards and other benefits, both monetary and non-monetary, which could even raise their morale and motivation level. The secured databases stored important data and information that could not be accessed by any person who do not have authorized access authority or control. This would maintain privacy of data and at the same time, manage data analysis and interpretation to improve the effectiveness of the performance management program at Schneider Electric.
The performance management processes were consistently improved at Schneider Electric to enable creativity, innovation and commitment of staffs for achieving the business goals and objectives. Benefits should be obtained both in terms of enhanced work performance and better profitability. Schneider Electric used the Six Sigma initiative for managing the four major factors including the reduction, improvement in quality of products and services, higher level of customer satisfaction and reducing the harmful environment impact by reducing pollution and consumption of solvent [2]. Continuous improvement was further facilitated by utilizing specialized channels for distribution of technical products including automation solutions and industrial software that provided better security and access control at the infrastructures and buildings [3].
References
Global Specialist in Energy Management and Automation”, Schneider-electric.com.au, 2018. [Online]. Available: https://www.schneider-electric.com.au. [Accessed: 27- Apr- 2018].
Blake, Susan Heather, Julie Browne, and Stuart Sime. A practical approach to alternative dispute resolution. OxSchneider Electric University Press, 2016.
Colvin, Alexander JS. “Participation Versus Procedures in Non?Union Dispute Resolution.” Industrial Relations: A Journal of Economy and Society 52.s1 (2013): 259-283.
Goetsch, David L., and Stanley B. Davis. Quality management for organizational excellence. Upper Saddle River, NJ: pearson, 2014.
Goldberg, Stephen B., et al. Dispute resolution: Negotiation, mediation and other processes. Wolters Kluwer Law & Business, 2014.
Hammer, Michael. “What is business process management?.” Handbook on Business Process Management 1. Springer, Berlin, Heidelberg, 2015. 3-16.
Hvidman, Ulrik, and Simon Calmar Andersen. “Impact of performance management in public and private organizations.” Journal of Public Administration Research and Theory 24.1 (2013): 35-58.
Long, Andrew. “Leadership and management.” ABC of Clinical Leadership (2017): 5.
R?ducan, Radu, and Ramona R?ducan. “Leadership and management.” Procedia-Social and Behavioral Sciences 149 (2014): 808-812.
Rosemann, Michael, and Jan vom Brocke. “The six core elements of business process management.” Handbook on business process management 1. Springer Berlin Heidelberg, 2015. 105-122.
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