The Schneider Women Leaders’ Programme (SWLP) is designed to help Schneider Electric’s high potential female talent for future leadership positions.
Each year, 3 cohorts of 40 women participate to this program (divided into 10 coaching groups, supported by an executive coach).
The program is a yearlong development journey.
Brief outline of the initiative
The objectives are:
- To master the challenges that all leaders face
- To overcome the women barriers (structural, social, psychological)
- To build a personal agenda to realise one’s leadership ambition and be a catalyst of change & influence
- To build a community through intimate peer coaching groups and a working summit bringing together 120 women leaders (3 cohorts of 40)
- To build a gender balanced and inclusive organization
Schneider Women Leaders’ Programme is in 3 learning blocks:
- Learning Block 1: learn to overcome the dynamics that hold women leaders back from achieving their goals
- Learning Block 2: Build and strengthen formal & informal networks and identify Long term leadership challenges
- Learning Block 3: Consolidate learning and build a strong sense of identity in women leadership role
Each block is composed of: Kick off through virtual classroom, two group coaching sessions, individual written reflection.
The coaching session will enable to personalize, test and implement the ideas presented in the virtual classroom, and to help all participants to
work on their individual goals.
The written reflection will strengthen the focus of the learning.
The programme requires a long-term commitment (yearly) and curiosity to learn and develop.
Duration
One-year journey
(A nine-month virtual group coaching programme, followed by a 3 day Working Summit)
Frequency
Once a year
Funding
Internal company funding
Budget
N/A
Key elements
Target
Women only
Country of origin
France
Country of implementation
Global
(513 office locations across 117 countries)
Number of participants
120 women per year
(3 cohorts of 40)
Core objective of the Programme
☒ Women empowerment (identifying barriers and working on strengths, creating a community)
☒ Supporting organizational change (strategy for developing diversity, implementation of specific policies, support to change makers)
☐ Allies buy-in and support (mentors, men championing)
☐ External Scrutiny (Pledge board, Indicators, celebration of success…)
☐ Other => Please specify:
Actions implemented
☐ Internal Diversity & Inclusion Strategy for a safe workplace with equal rights
☐ Commitment of men
☒ Personal development training
☒ Role model highlighted
☒ Networking (women network, men network or mixed)
☐ Mentoring (unique or mixed gender, please specify)
☒ Coaching (ability to inspire and grow people/Foster emulation/ Being influential)
☐ Events (sharing with other companies)
☐ Other - please specify:
Format
☒ Online e-learning Module
☐ Online seminar
☒ Workshops
☐ Conference
☒ Self-Assessment tool
☐ Consolidated educational/training programme
☐ Other
Identified Key Success Factors
- Mix of cultures and backgrounds
- Live meeting for sharing deep connection & emotions
- Engagement of participants
Transferable bites/elements
- Virtual classrooms
- coaching sessions
- Live 3 days meeting for all participants
Testimonials
Organisation’s strategy to adress Women Empowerment
- Trainings: « Inclusive managers » : how enabling better people collaboration
- Events: Active participation to «Les Sciences de l’ingénieur au féminin » : give the opportunity to 8 women at Schneider Electric to share their passion & background in front of 600 High School Students in 5 High schools to motivate on scientific careers
- Sponsoring: To highlight women managers/Introduce her in leader networks/ Good opportunity to be exposed by realizing specific projects. Sponsoring to be exposed.
- Mentoring: Talent Management team to be in charge of connecting Mentor/Meetee (matching to be made according to functions, grades, places) (6 months of mentoring session with clear objectives, supported with an online tool). Mentoring to develop knowledge and internal competencies.
- Coaching: Crisis coaching to help leaders with an helicopter view (done by an external coach).
Necessity to include men for Women empowerment:
- Network “Happy Men Share More”: for men and now open to women of the company.
- Adapt organizations: e.g. Develop a longer paternity leave should be done to support women’s career
No difference between men and women’s leadership – But required to change mindset/stereotypes
Source of information: Interview
An initiative selected as a case study of the SWinG library of leadership development initiatives.
