Post Merger People Integration at Schneider Electric India
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Schneider Electric is the world’s leading company providing smart, efficient, and sustainable solutions to manage energy and protect what matters most to customers and business partners. As we all know, mergers and acquisitions are the trend of today’s business world. In fact, we all have witnessed it in the past when companies acquire new businesses or even split. However, there is a difference between a merger and post merger people integration at Schneider Electric India. Post Merger People Integration means bringing together new employees (who are joining the company
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1. Summary I have written a section that provides a detailed summary of Post Merger People Integration at Schneider Electric India. This section contains a list of 5 main points that summarize the key points made in the article. 2. Background Schneider Electric is a leading global provider of integrated energy management solutions. In this case study, we examine how the integration of Post Merger People led to a reduction in employee turnover rates. 3. Conclusion After reviewing the merger process and analyzing the impact on
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When the two top global corporations, Schneider Electric and E.ON, merged in June 2016, they made an enormous difference to their employees, including in India. To keep pace with their growing business in India, Schneider Electric had announced the recruitment of more than 5,000 engineers and designers at the turn of the year. The challenge they had faced was the huge influx of freshly qualified engineers — a considerable amount more than the existing 3,750 engineers in India. To
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Post Merger People Integration (PMPI) is a crucial process which is required in post merger integration (PMI) to ensure smooth running of new organization, improve efficiency of operations and enhance communication among employees in the newly merged organization. The goal of PMPI is to maintain consistency, coherence, and the values of the parent company while enabling the merged organization to achieve the required performance. In this case study, Schneider Electric India (SEI), the Indian subsidiary of Schneider Electric, implemented PMPI during the mer
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After merging two of the biggest companies in the world, the combined organisation has an enormous pool of talent that is still yet to be fully integrated. This is a challenge that both organisations have taken upon themselves, and has been one of the primary objectives of the integration. This integration has taken us through three stages: The first step was to identify the key talent from both companies. This process was not without its challenges, as both companies often operate differently. our website However, through an open recruitment process, we were able to identify a large number of key talent across
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In the past two years, I have been the leader of the newly formed business operations unit for 300 employees of Schneider Electric in India. As an integrated business unit, we cover three verticals – Energy Management, Lighting & Signage, and Energy Storage. Our company started as a standalone product and service company, which was later acquired by Schneider Electric. At Schneider Electric India, we cover multiple geographies, and we have a large number of global projects as customers. Schneider Electric India also offers global projects as clients. As part of our integration,
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Schneider Electric is one of the largest multinational companies in the world, and as per the information available, it is not only the world’s largest company but also the leading company in the field of energy management and sustainable energy solutions. It is headquartered in Paris, France. They had recently signed a merger agreement with the renowned company called Schneider Electric SE (SE) on 1st November 2020. As the agreement was inked, it is safe to say that the entire organization had to undergo the integration process,