In 2015, Schneider Electric made individual employee well-being an organisational mission to enable sustainable high performance. “A key pillar of the strategy was to develop great and caring leaders who inspire, adopt and promote well-being behaviours,” explains Schneider Electric’s CEO, Jean-Pascal Tricoire. A core metric that emerged from the strategic planning process was to grow overall employee engagement from 61% to 75% by 2020.
“The big difference has come from the idea of regular renewal. We can find better solutions and take faster decisions because we have more focus and a clearer mind. When we make quicker decisions, we save time, and we can do more in one day. This has a domino effect, cumulatively delivering a huge impact on performance.” – Schneider Electric, Vice President Logistics.
We worked with Schneider Electric’s top 1,000 leaders and 500 designated internal “Energy Champions” to help them understand how to better manage their own energy, to mobilise the capacity of their teams, and to innovate around new ways of working.
A key aspect of our solution was Leadership Energy Labs, which enabled senior managers to explore their role as Chief Energy Officers and to experiment with addressing the energy management behaviours that contributed to their biggest business challenges.
We introduced Internal Energy Champions to a new set of tools they could bring to their communities in order to expand and renew capacity every day both at work and home.
To scale the impact, we ran monthly global webinars in which we shared key ideas and strategies to the whole organisation. To measure the impact, we conducted regular energy diagnostics which provided a continuous snapshot of the organisation’s growing capacity.
A large, mission-driven healthcare organisation came to us for help re-energising a passionate and committed group of employees who were on the road to burnout by virtue of their deep commitment to their patients.