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Talent management

Talent management — essential to growing and expanding Eaton's position in the marketplace

Key to our growth strategy is a continuous supply of current and future talent. Our greatest differentiator is our employees' collective talent. Talent management means hiring people with the right skills and aligning their career development and goals with our corporate strategy.

To be competitive in the marketplace, we focus on:

  • Attraction: We continue to compete with our peers for a shrinking number of skilled workers. We leverage our global resources to provide a superior experience to our candidates and our employees.
  • Engagement: We make work exciting, engaging and meaningful for our employees, so they can be productive, innovative and satisfied.
  • Development:  We invest in our employees through career development and advancement opportunities. This strengthens our reputation as a desirable place to work.
  • Retention: Our work in engagement and development are key to retention, including inclusion and diversity, career management, and work-life balance.

Learn more about the skills we look for in our professional candidates.

Eaton knows how to attract and develop quality talent around the globe

Talent acquisition

Our Talent Acquisition team uses best practices to attract top talent to our facilities throughout world. Key initiatives include: 

  • Introducing and integrating new technologies to enhance the talent acquisition experience for the candidate and our internal hiring teams.
  • Establishing best practices, workflow processes and standardization for talent acquisition.
  • Creating and deploying compelling marketing and employer branding materials for the global teams' target audiences.

 As a core function of Corporate Human Resources, the Talent Acquisition team functions include:

  • University Relations (UR): The UR team organizes on-campus and other activities to engage and attract highly qualified and diverse talent.
  • Talent Acquisition Center (TAC): The TAC helps source candidates and provides consultative service to our hiring teams by sharing best practices and key hiring metrics.
  • Executive Talent Acquisition (ETA): The ETA team is responsible for sourcing candidates and providing executive hiring managers with expertise on external executive searches.
  • Employment Marketing and Technology (EMT): The EMT team supports the TAC and UR teams by making our Global Talent Acquisition team a best-in-class recruiting resource.

Specific talent needs differ by region. The Talent Acquisition team understands unique market conditions and responds accordingly. For example, when growth and development of the Asia-Pacific marketplace required us to expand our regional presence and product offerings, we invested in two TACs (in Pune, India, and Shanghai, China) to quickly attract top quality professionals.

Employee engagement

We want to understand the perceptions and opinions of our employees. Our biannual Employee Survey provides an opportunity to gain employee feedback on employee engagement, leadership, and commitment to achieving our aspirational goals.

Leaders use the survey results to develop action plans. Our goal is to address issues head on and produce measureable improvements going forward. This process extends across and up and down the entire organization, including up to the direct reports of our CEO.

Exit interviews are another opportunity of gaining feedback. We use exit interview responses as a continuous improvement opportunity to improve satisfaction and retention of employees going forward.

Balancing work-life effectiveness

Part of attracting and retaining the very best talent is helping our employees weigh work, family and personal demands.

Learn more about balancing work-life effectiveness at Eaton.

Talent development

We are committed to continuous learning across the organization. The Eaton Business System (EBS) — a set of standardized tools and processes that allows us to work globally as One Eaton across diverse business groups and regions — supports information sharing through courses, resource groups and knowledge transfer.

Eaton University, our online corporate university, offers an extensive portfolio of learning resources for our employees and stakeholders to advance their knowledge. Through leadership development courses, we foster our future leaders. We offer individual employees the resources and information they need to continuously improve their skills and performance.

Performance and career management

Our performance management system, Achieving Performance Excellence (APEX), links an employee's performance to organizational success. APEX processes and tools enhance goal setting and alignment, development planning, tracking progress, coaching and performance evaluation.

Career management tools provide employees with the knowledge they need to take powerful action and drive their careers forward. A robust website offers training and tools for both managers and employees, supporting engagement in employee career development. The principle elements of the career framework for managers are directly linked to the principle elements for employees. This integrated approach facilitates the dialogue needed to discover, create, and help employees meet their aspirations.  The tools prompt managers to help employees thrive by identifying specific actions and impacts.

Training opportunities

Eaton University offers more than 1,500 e-learning and instructor-led courses for professional development. Partnerships with colleges and universities provide specialized courses and tools that complement Eaton University's online curriculum.

Eaton University provides resources specific to each region in our global operations, including:

  • Classes and videos
  • Library and subscription services
  • Global and cultural awareness tools
  • Business consulting services

In 2016 Eaton University launched the new “College of Personal Skills,” dedicated to building employee core competencies in key areas including: critical thinking; inter-personal and communications skills; productivity tools; and Eaton business knowledge.

Additionally, Eaton University added 38 new programs and expanded distribution of virtual classroom-based courses, facilitating global audience participation and providing a more cost-effective way of providing these key programs.

Resource groups

Eaton Resource Groups (ERGs) bring together employees who share a common purpose, interest or background.  Inclusion ERGs are a place for employees to exchange ideas and provide or receive mentoring and professional development.  Learn more 

Leadership development

Driving performance in all areas of talent management requires good leaders. Our invitation-only “In the Zone” Leadership Development Programs help employees assessed to have strong future career potential to grow into larger roles. Three levels are offered: Executives; Advanced (mid-level) Leaders; and Future (early career) Leaders. The program covers business, team and personal leadership topics. It is designed to accelerate participants’ knowledge of our business and their readiness for larger roles. “In the Zone” programs are held globally, with strong senior leader engagement and support.

Our focus on leadership excellence is expanding to include a core curriculum for leaders (front line leaders, mid-level, executives, general managers and others). We strive to strengthen current leaders’ competencies and develop a pipeline of future leaders of the company.

Corporate oversight and engagement

Talent Management and Organizational Effectiveness (TMOE) is one of six Centers of Expertise (CoE) within Corporate Human Resources (HR), led by our Chief Human Resources Officer.  TMOE is responsible for acquiring, developing, aligning and planning for organizational talent.

TMOE oversees regional teams that design, develop, implement and manage talent. Teams are responsible for talent management policies, processes, technology and services. HR field personnel deploy Corporate HR’s programs and provide critical input and feedback on HR programs and initiatives.

Resource management

Talent management fuels our global growth strategy with talent. We focus on activities with the highest impact on advancing our workforce over time. To determine what those activities should be, we leverage EBS planning processes to get direction and establish targets. For example, our Organizational Capability Assessment (OCA) and succession planning processes regularly measure talent gaps across each region, business and function.

Our partnerships with external organizations help to advance our Talent management program. We participate in the University of Southern California’s (USC) Center for Effective Organizations. The USC think tank is a center for sharing and learning best practices with other thought leaders. In addition, as a member of the Conference Executive Board, we have access to benchmark studies, research and HR tools.

How we measure success

Our competitive advantage is built on our ability to attract, engage and develop current and future talent. We continually evaluate our performance in our focus areas by measuring metrics such as:

  • Employee engagement score – Our goal is to maintain favorable employee engagement ratings. For the last six years, we have sustained an above-average employee engagement score.
  • Eaton University – Employees used key learning resources at record levels in 2016. The online functional colleges were accessed by 197,000 employees who completed 269,000 courses.

Relevant information