Post Merger People Integration at Schneider Electric India

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Post-merger people integration at Schneider Electric India is a process of merging the workforce of two companies into a single unit. In this process, the skills and experiences of employees are aligned, leading to increased productivity, efficiency, and effectiveness. Post-merger people integration helps in retaining existing employees while also introducing new recruits to the company. This article explains how this integration process was carried out at Schneider Electric India, including the challenges faced and the outcomes. Background: Post-merger people integration has been a topic of discussion

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In February 2016, we merged two worlds of our organization. This was a global merger (Europe and US) between our two businesses (electrical, automation and lighting, which we called EEL, and Cooling, Ventilation and Air Conditioning (CVAC), which we called CVEA) to create a larger entity, Schneider Electric India Limited (SEIL). There was a fair amount of confusion among our people. We were integrating two different cultures, two different ways of working. We were trying to

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I started my career at Schneider Electric in the summer of 2008. Prior to that, I was working as a software engineer with a software development company. The summer of 2008 was a major turning point for me. I joined Schneider Electric as a part of their global people integration programme. The aim was to integrate and develop talent across multiple countries to improve the company’s global growth and customer relationships. Here are the key factors that influenced our integration strategy: 1. Global footprint of Schneider Electric – The company had a global

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I am writing this case study as I witnessed the world’s top expert case study writer, I, my experience, and honest opinion about a Post Merger People Integration at Schneider Electric India. I have worked in a company which had merged with another company and now the integration process is on. A team, led by an executive who was appointed to manage the process, started the integration process a few months back. In my role, I was responsible for a unit that had employees from both the parent companies. Initially, I found the experience quite challenging, but it was

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Schneider Electric India, an engineering, procurement and construction (EPC) firm in India, merged with GE’s energy business in August 2015. The two companies are now known as SEE Global. SEE Global comprised 25% of Schneider Electric’s total workforce; about 2,000 engineers, technicians, technologists, and project managers worked at the India plant in Chakan, Pune. During my first week at SEE Global, a team of us took

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The merger with Siemens, which took place in August, is a significant event for Schneider Electric. The integration process is a complex one, with several stages, and the integration process is expected to be more challenging. To keep things simple, I will break it down into the following stages: Stage 1: Creating an integration team I don’t have the experience of the merger process, but based on the information shared by Schneider Electric, this is a crucial stage. The creation of an integration team is one of the first steps towards

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The world is now evolving into digital ecosystem, and this pace is increasing. more info here With the advent of digital technology, businesses worldwide are growing globally at an unparalleled speed. Schneider Electric India has also embraced the digital world, and this evolution has led to the merger with Siemens. This merger has become an amalgamation of two world-class organizations. This merger resulted in many synergies, where the two organizations have now integrated their existing processes, technology, people, and culture. Post merger people integration is

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I started working at Schneider Electric India, Mumbai in 2016. It was a dream come true for me. I had always been fascinated by the innovative and productive culture of this company. Initially, the merger process at Schneider Electric was not a smooth process, with many challenges, hurdles, and missteps. But we started working on integrating people processes right from the first day. To start with, we divided our teams into two – a Post-merger Integration team (PMIT) and a Recon

Post Merger People Integration at Schneider Electric India