Recognized as one of Canada's Top 100 Employers
By Richard Yerema and Kristina Leung, Mediacorp Canada Inc. staff editors (Nov 8, 2018)
Here are some of the reasons why Schneider Electric Canada Inc. was selected as one of Canada's Top 100 Employers (2019) and Greater Toronto's Top Employers (2019) :
- Schneider Electric Canada encourages ongoing employee development with generous tuition subsidies for courses at outside institutions (to $13,000) and also invests in the education of the next generation through academic scholarships for children of employees (to $3,000 per child)
- Schneider Electric Canada offers 3.8 weeks of starting vacation, moving to 4.4 weeks after 5 years of employment and 5 weeks at 10 years of employment -- the company also offers paid personal days, which can be used at employees' discretion to help balance their day-to-day lives throughout the year
- Schneider Electric Canada manages a results-focused community program that helps find ways to help people, whether through building homes with Habitat for Humanity or addressing poverty issues through the Good Shepherd Christmas Marketplace or utilizing its expertise to address energy reliability issues in remote Canadian communities
Recognized as one of Canada's Top Employers for Young People
By Kristina Leung and Richard Yerema, Mediacorp Canada Inc. staff editors (Feb 8, 2018)
Here are some of the reasons why Schneider Electric Canada Inc. was selected as one of Canada's Top Employers for Young People (2018):
- Schneider Electric Canada manages a rotational Commercial Leadership Program which aims to provide exposure to the main areas of the company's business over a 2- to 3-year period -- candidates work in quotations, manufacturing and engineering, and sales and marketing, and will be exposed to senior leadership, including the country President and CEO
- Schneider Electric Canada offers internships which range from 4 to 16 months in length across a variety of fields including finance, HR, marketing and communications, computer science, and a variety of engineering disciplines -- interns are also paired with a buddy and participate in job shadowing, mentorship and an individual challenge assignment (with a grand prize for the winner)
Schneider Electric sparks diverse talent
Getting relevant job experience is one of the big challenges for recent university graduates. But Parmita Chakrabarti, 24, who graduated from electrical engineering at the University of Toronto last year, is one of the fortunate ones.
Chakrabarti was the first grad in Canada to be chosen for Schneider Electric Canada's Commercial Leadership Program, a two-and-a-half-year program during which she can rotate through jobs in marketing, tendering and sales. "This is kind of like a crash course," says Chakrabarti. "Considering you don't have that much experience, getting a chance to be part of these three different departments is quite special."
The Commercial Leadership Program is one of a few initiatives at Schneider Electric, a global specialist in energy management and automation, focused on finding and developing those in the earliest stages of their careers. The company is highly involved with nine of the top engineering schools in Canada and is a sponsor of U of T's Women in Science and Engineering program.
"It's one of the few companies that encourage younger and female engineers," says Chakrabarti. "People are enthusiastic and energetic, and it's kind of contagious."
When the Commercial Leadership Program is completed, participants are assigned to a more long-term position in the company. "We want to create a pipeline of entry-level diverse talent that has the potential to progress along the leadership path," explains Thierry Miras, Human Resources Director at Schneider Electric Canada. "And we want to have a diverse workforce in terms of age, gender and background." That contributes to a well-balanced workforce, he adds, and it's a way of anticipating jobs left open by retiring employees.
A second initiative is the Emerging Professionals Network, a national endeavour that helps employees connect with each other personally and professionally. "It creates opportunities for employees to polish interpersonal skills, understand career paths, network with colleagues, engage with the senior leadership team to discuss company strategy and vision, and to gain exposure," says Miras. "The focus is on our internal employees: how can we engage, develop and retain our young people?"
Finally, the Pulse program affords management the opportunity to identify and develop the longer-term potential of some of the youngest group of employees. The company chooses a select few people in the early-career talent pool who are then split into small groups. Under a "sponsor," each group comes up with ideas to address issues around the workplace -- a potential organizational improvement, for example, or a business opportunity to investigate -- and has direct contact with the senior leadership team.
"Pulse is focused on some special talent whose exposure and development we want to accelerate," Miras explains. "And it's an opportunity for them to work on specific projects that are not part of their day-to-day job and a fantastic opportunity in terms of development and exposure to the country's leadership team."
There's a strong social component to Schneider Electric as well through the "Cool Site" committees within each major location -- another opportunity for employees across the organization to meet and learn from and have fun with each other. There are social events, initiatives to support local communities and weekly sports activities.
And there is flexibility, which Chakrabarti considers a perk of working at Schneider, which helps employees achieve greater work-life balance. Those include paid personal days, which employees can use at their own discretion, and a variety of flexible working arrangements, including shortened work weeks and telecommuting.
Bringing in younger employees is important to Schneider Electric -- so much so that this year the company launched specific training for managers about the different needs, expectations and work styles of the various age groups. "We want to help them understand and leverage the differences among generations," says Miras. "It's a way for managers to lead the four distinct generations in the workforce effectively, focusing on adapting their management styles to keep millennials engaged."