Innovating HR in Asia: Schneider Electric’s blueprint for business and human impact

“Leaders are not only accountable for results but also for fostering a culture where employees feel trusted, valued, and aligned with a shared purpose,” – Monica Chia, Vice-President of Human Resources for East Asia at Schneider Electric

In the dynamic landscape of Asia, where cultural, economic, and demographic diversity shapes the workforce, Schneider Electric is redefining HR as a strategic driver of business success. Leading this charge is Monica Chia, Vice-President of Human Resources for East Asia at Schneider Electric, overseeing 14 countries and more than 13,000 employees.

Under her leadership, Schneider Electric has embraced a “people-first transformation” that aligns local nuances with global ambitions, fostering a culture of empowerment, inclusion, and innovation.

Chia described Schneider Electric’s people-first approach as “empowering our employees while respecting the distinct cultural, economic, and demographic contexts across the many markets where we operate.” This philosophy has transformed HR from a support function into a “strategic business enabler,” acting as a connector between global strategy and local realities, digital innovation, and human engagement.

This shift is built on three core pillars: leadership and capability building, inclusion and care, and employee engagement. “Great leaders build great teams,” Chia told HRM Asia. “When we invest in them, we accelerate performance and adaptability.” Schneider Electric’s commitment to inclusion ensures that diversity, equity, and inclusion (DE&I) are embedded into behaviours and processes, creating workplaces where everyone feels valued. Meanwhile, fostering a culture of continuous listening drives employee engagement, resulting in improved business outcomes.

The impact of this approach is evident. In 2025, Schneider Electric earned its fourth consecutive Great Place to Work certification across Singapore, Malaysia, Thailand, Indonesia, and Vietnam, a testament to its robust people-first culture.

Schneider Electric has also built systems that empower employees to take ownership of their personal growth while aligning with the organisation’s broader goals. From digital tools to real-world projects, the organisation offers a range of opportunities for employees to define and pursue their purpose.

Chia highlighted two key initiatives that bring this vision to life. The organisation’s partnership with Coursera provides all employees access to a flexible, self-paced learning platform tailored to individual career goals. Another innovation is the organisation’s AI-powered Open Talent Market, which connects employees to internal roles, mentors, and project opportunities across the globe. “This helps us foster career mobility, skills development, and cross-border collaboration,” she added.

These initiatives are not just theoretical; they are delivering tangible business results. Chia pointed to Mission Labs, a project under the Schneider Graduate Programme, as an example of how purpose-driven innovation can have an immediate impact. “Each team is mentored by a business leader and has the opportunity to engage with senior leaders and customers throughout the project, ensuring their recommendations are relevant and deployment-ready.”

For more experienced talent, the Country and Zone President Sounding Board allows employees to tackle complex strategic issues. One such initiative led to the creation of a new business segment, supporting the organisation’s strategy to diversify its market offerings.

Leadership as the bedrock of culture

Chia is clear that leadership plays a pivotal role in shaping workplace culture and performance. Schneider Electric supports its leaders through what Chia described as the 3E framework: Education, Exposure, and Experiential learning.

“Leaders are not only accountable for results but also for fostering a culture where employees feel trusted, valued, and aligned with a shared purpose,” she said, “We champion an empowering and coaching-based leadership style.”

Through programmes like Building Great Leaders and Career Agility Workshops, leaders gain skills to lead with empathy and vision. Exposure to senior executives and peer coaching sessions enhances their growth, while experiential opportunities, such as leading projects or transitioning into people-manager roles, allow leaders to hone their skills in real-world settings. Chia further cited research from the International Coaching Federation and HCI, noting that strong coaching cultures are “61% more likely to drive high performance,” a principle Schneider Electric has seen in action.

READ MORE: The role of the 3I’s in shaping the future of HR

Looking ahead, Schneider Electric’s people strategy is evolving in response to powerful business and workforce megatrends—from generative AI (GenAI) and climate change to shifting employee expectations and demographic transitions.

“Our future is guided by a clear mission: to be a trusted partner for sustainability and efficiency,” said Chia. “This mission is shaped by five major business megatrends—digitalisation, climate change, energy transition, evolving wealth, and global equilibrium—as well as five workforce megatrends—GenAI, wellbeing, shifting jobs and skills, changing employee preferences, and demographic shifts.”

To navigate this future, the organisation is doubling down on two areas: culture-led transformation and skills-first development.

“Leaders are empowered to actively shape culture, which catalyses resilience and growth,” said Chia. “We emphasise upskilling, embrace digital tools, and build T-shaped careers that combine deep expertise with broad adaptability.”

For HR leaders tasked with driving transformation in multinational organisations, Chia offered this advice: “The key is to ensure that HR’s purpose is deeply rooted in business understanding. When these two converge, transformation becomes not only meaningful but also sustainable.” She concluded, “Anchor your initiatives firmly in the organisation’s strategy, stay attuned to shifts in the external environment, and consistently align people priorities with where the business is headed. This alignment turns purpose into action and transformation into lasting impact.”