Your path to HR was not entirely traditional. How did you end up in this profession?
I originally pursued professional sports, playing handball in France. After returning to the Czech Republic, I started working in a French company as an executive assistant. Over time, I got involved in various roles, from logistics and customer service to HR. It was human resources that I started to enjoy the most, so I focused on it systematically and continued my education in the field.
Is there a connection between sports and HR?
Absolutely! Sport taught me discipline, quick decision-making, and teamwork. In HR, you have to be a leader, guide people, and sometimes make unpopular decisions. Just like in sports, where decisions have to be made in a split second, in HR, you need to react quickly and effectively. And most importantly, teamwork is crucial. If the team doesn't work, the results won't come.
When you joined Schneider Electric, you found out after two months that you were pregnant. How did the management react?
I announced it straight away because I didn't want to wait until the end of my probation period. My French bosses reacted great. They had families themselves, so their response was, "OK, prepare a plan for us, how do you see it, and we'll work something out." They trusted me, and I promised I wouldn’t let them down. Even while I was at home, I remained professionally active. After six months, my husband went on parental leave, and I returned full-time.
Schneider Electric is a French company. How does the French corporate culture reflect in the Czech environment?
The French value elegance in communication, they are thoughtful, and they build relationships. For me, it was an advantage because I lived in France and knew their mentality well. However, in Písek, the main language is English. Even manufacturing experts need to speak it because they communicate with management from various countries.
What is the biggest attraction of Schneider Electric for new employees?
Stability, growth opportunities, and company culture. People see Schneider Electric as a stable company with international possibilities. Young candidates are often attracted by the chance to advance their careers abroad. Those who don’t want to go abroad appreciate the development programs, well-defined processes, and benefits. We also try to break down barriers between managers and production workers so that everyone feels like part of one team.
You mentioned that the company emphasizes open communication between management and employees. How is this reflected in practice?
Our director is often directly among the people on the shop floor. We have regular monthly factory meetings where key changes are discussed, and employees have space to ask anything. We also introduced an internal team that collects feedback from both production and office staff and passes it on to management. Additionally, this year, we introduced a mentor program in production so new employees have someone to help them quickly orient themselves. I believe these are the things that make Schneider Electric a company where people want to work.
How do you select new people? Do you hire internally or use external headhunters?
For lower and middle positions, we usually manage internally, but for managerial roles, we often hire headhunters. We have a long-term partnership with Arthur Hunt because not only did I join Schneider thanks to them, but their work goes in-depth. It’s not just about the interview, but also about detailed psychodiagnostics and personality analysis. This gives us the certainty that the new manager will fit into the company culture and be a team player.
How specifically has Arthur Hunt helped you?
For example, when we were looking for a factory director. They identified excellent candidates, and I had four strong personalities on the table who met our requirements. They also helped me during my own selection process for Schneider. I had seven rounds, including a night shift to see the production in action. Thanks to their support, I thought, “I can do one more round.” I was truly impressed with Mr. Laval, who was an incredible support throughout the recruitment process. It was his approach that convinced me to change my job back then.
How do you convince someone who is not looking for a job to consider a change?
It has to be more than just an offer of a higher salary. The candidate must feel that they will professionally grow, that the job will be enjoyable, and that new opportunities will open up. When I went for an interview through Arthur Hunt, I thought, “Even if it doesn’t work out, this was the best interview I’ve ever had.” That’s exactly the feeling a good headhunter should be able to create.
How do you maintain employee motivation and satisfaction?
We listen to them and give them space to express themselves. For example, we have an internal team made up of people from both production and the office that collects feedback and ideas for improvement. We regularly communicate with them, addressing even small things – like when they wanted a better coffee corner, so we revamped it. When people see that their suggestions have a real impact, they feel like they are part of the company.
Invitation to an HR professional meeting in Písek
Trust is the foundation of every successful team – it supports collaboration, communication, and innovation. But how do you maintain it, and what do you do if it gets broken?
Join the HR meeting organized by Arthur Hunt in collaboration with Schneider Electric and take part in a discussion at the workshop: Beware of the Loss of Trust! The event will take place on March 13, 2025, in Písek at Schneider Electric from 8:30 AM to 11:30 AM.
Kateřina Nousková, HR Business Partner at Schneider Electric, will share her experiences in building trust within teams, and the workshop will be led by Laurent Laval, Managing Partner at Arthur Hunt.
After the discussion, there will be time for networking, and participants can tour the Schneider Electric manufacturing plant. Participation is free, just register in advance at +420 602 233 621.
We look forward to seeing you there!
What do you consider your biggest success in HR?
That I am rarely wrong about people. I believe I have a knack for identifying strong and weak links in the team. Sometimes it means tough decisions, but when you have the right leader backing you, you can move the company in the right direction. People don’t leave companies; they leave people, so it’s important to have the right personalities in the right places.
What are your plans for Schneider Electric in the future?
Our goal is to continue strengthening our company culture and teamwork. One of the projects we’re planning is an analysis of the personality profiles of our managers. We want to better understand the team dynamics, figure out how each person thinks and communicates, so people can complement each other more effectively. That’s why we are considering expanding our cooperation with Arthur Hunt, who have experience with such diagnostic tools and can help us implement this project. When the team knows each other better, collaboration and the work environment improve, and that’s exactly the direction we want to take.
Will Schneider Electric continue working with Arthur Hunt?
Absolutely. Their services don’t end with recruitment – they organize HR meetings, networking events, and expert breakfasts, where they connect people and bring new ideas. That’s why we are considering expanding our collaboration, to help us not only find key people but also in further team development and company culture. For example, in March, we will meet other HR specialists at the Workshop: Beware of the Loss of Trust! in Písek, and I’m really looking forward to it.
Schneider Electric in Písek is a great place for those looking for stable employment in an international company that is constantly evolving. It offers not only security and fair conditions but also opportunities for career growth and professional development. Employees have access to modern technologies, development programs, and internal training courses. The company culture is also important, supporting collaboration, open communication, and involvement in decision-making processes. When you add a friendly atmosphere and an emphasis on work-life balance, it’s clear why Schneider Electric in Písek is a company worth working for.