7Talent Planning Understand the organization and site-level needs for frontline talent; match demand and supply through dynamic scheduling.Talent Capabilities Skills identification —both technical and non -technical —is completed for each role. The organization’s competency levels are integrated in the planning process and are used determine hiring and development targets. There is a clear understanding of potential future gaps between talent demand and supply by leveraging ML demand forecasting at the site level. The company uses flexible labor scheduling to respond to changing demands and employee preferences while optimizing productivity.What Best -In-Class Looks Like Haier COSMOPlat’s Dynamic Line Balancing affords scheduling flexibility - China Driven by the need to provide increased flexibility for workers, especially new parents, Haier developed a novel “virtual industrial engineering system” that creates customized work instructions by position based on the product, the number of employees available, and the available employees’ skill levels. Using AI algorithms, the system allocates tasks and assigns workers to stations to balance the line. It can generate new work instructions within 3 seconds, allowing flexibility to continuously rebalance the line. Operator satisfaction has improved, and the system has significantly reduced daily workload of IE engineers, freeing them from tedious work to focus on higher value tasks. The system helped Haier achieve an overall balance rate improvement, from 65% to 85%. Schneider Electric’s competency management system enables smart talent planning - India Schneider Electric’s digitized competency management system enables planning for global, regional, and site level competency needs while offering assessment and development tools for workers. Given the broad range —11 technologies in technical competency with 131 sub technologies along with 9 domains in digital competency covering 25 job codes —the tool helps managers identify priorities, set detailed plans, and choose the most critical technologies for current and future operations. The system also maps employee competencies and provides visibility on skills across sites, facilitating the borrowing of talent when business needs arise. Schneider’s “Be Green” metric was implemented to ensure at least 2 experts in critical competency levels at each site, supporting redundancy and process stability. The company has achieved 100% dual coverage for digital competencies at their sites. Examples from our Pilot Participants

Frontline Talent of the Future Initiative 2024