Legrand Legrand


and talents managment


Perrine Dufros

HR Organization Manager

Gozde Karakaptan

Marketing Manager Wiring Devices European Area

Skills and talents managment

Legrand continues its business development while paying particular attention to the working conditions of its employees and its responsibilities as an employer and a social actor.

As part of its 2014-2018 CSR roadmap, the Group is committed to developing its human resources by developing the skills and career paths of its employees through the individual appraisal, the prospective employment and the competencies management, the organization and staff review process (OSR) and a Group training program.

Learn more about CSR priorities




For example, a Group training program to develop and retain the loyalty of key employees in all subsidiaries is gradually being developed. Its goals are to strengthen the sense of belonging to the Group, develop a business network and support skills development. It concerns employees positioned in strategic areas (such as marketing, R&D, and industrial) who have to play an intermediary role for the Group in their geographic areas.The people aff ected are, in most cases, new employees in a subsidiary or employees who have taken on a new responsibility.

The OSR (Organization and Staff Review) process, operational in the 30 major countries of the Group,has existed for over ten years. It helps to identify the impact of upcoming  organizational changes on jobs and facilitates employee career development discussion. This process also helps to identify certain specifi c situations (potential, specifi c expertise etc.) and key post succession planning as well as development planning. 


Skills and talents managment

These individual appraisal reviews are an opportunity for exchange between the manager and the employee. They are an important part of management action and represent a key tool for the management of performance, personal development action plans and employees looking for new positions or work locations.

Prospective employment and competencies management and its typical job functions, deployed in France for several years, is combined with OSR process and individual appraisal reviews. This approach identifies any disparities between competencies required for each position and those of the person holding the position. This makes an important contribution to identifying training priorities. Internationally, a simplifi ed approach integrating transferable skills is proposed and will be gradually extended to other Group entities.