As an employer and socially responsible company, Legrand pays special attention to employee talent management. The Group therefore aims to develop each person's skills.
Developing each person's skills
Supporting employee development in view of the group's challenges and developments
In an economic context characterised by contrasting situations, Legrand bases its management of human resources, and in particular the management of skills, on considerations related to the issues and priorities of the Group's business. The aim is to obtain the best possible match between needs and resources. Legrand also wants to value the Group's employees and keep them engaged.
At the same time, the company is working to attract and retain talented staff in order to meet its future needs. The Group's entire human resources policy, in particular skills management, is conducted with a view to ensuring the well-being at work and satisfaction of its employees.
2014-2018 CSR roadmap
Maintaining a dynamic approach to talent and skills management, suited to employee expectations and market needs.
92 % of the Group's managers have a performance review
96 % Manager retention rate
Custom training programmes for the development of skills
Training is a strong commitment by Legrand, which intends to pursue both individual and collective initiatives. These actions aim in particular to:
- set up individual training courses for the Group's talents,
- integrate the key employees of the various entities in order to favour their success and accelerate their buy-in;
- train managers,
- train the sales teams in the new product and system solutions,
- promote an awareness of diversity and the fight against discrimination, etc.
- promote occupational health and safety, and well-being at work.
In 2017, more than 492,000 hours of training were given Group-wide.
Deploying a talent management system
Talent management, particularly that of high-potential employees capable of taking on responsibility at Group level, is a major issue for Legrand.
The development of skills deployed in the main subsidiaries is based on various processes and tools, particularly the Organisation and Staffing Review (OSR), the Provisional Management of Jobs and Skills (GPEC) and mobility management.
Adapting to markets implies organisational changes, and therefore adapting resources and means. These organisational changes occur within the framework of local social relations.
Social dialogue is especially important when it comes to changing and reorganising a company. The social partners are kept closely informed of new projects and are regularly consulted. When adaptation decisions are taken, the Group does everything it can to support employees.
Considering the well-being of employees
The well-being and satisfaction of employees are an important part of Legrand's social approach. In 2015, the Group's Board of Directors ratified the charter of "15 commitments for a work–life balance", which aims to promote a flexible and open management culture, which is essential in order to adapt to the technological and sociological changes affecting company life. Above all, the aim is to enable all employees to maintain a sensible work–life balance.