'I've always been somebody that's very passionate about helping people, helping people reach their full potential'
Joseph Walters, Vice President of Human Resources at Schneider Electric, didn’t always see himself as a people person. In fact, he had his sights set on finance – until one course in HR changed everything.
“I thought I would get into finance until I took my first HR course, which really opened my eyes to the profession,” he says.
“And I thought, ‘What a great way for me to move into business and really focus on the most important thing, which is people and culture.’”
Over the years, Walters found ways to blend his love for business, finance, and sales with a people-focused approach, including finding strong mentors.
That combination helped him develop a deeper understanding of how HR can drive business success: “In life, we can't create time, so it's really important for you to find great mentors around you that want to give back.”
Walters believes mentorship was a game-changer in his career, and that having strong mentors early on were crucial in helping him sharpen his leadership skills and business mindset.
“I've been very fortunate during my career to have great mentors that have seen my passion for business and finance and sales and have allowed me opportunities to work on projects, as well as lead departments, to really take that business and finance and sales side that I really love, and match it with the people side,” he shares.
Now leading HR operations for Schneider Electric in Canada, Walters focuses on two key leadership principles: active listening and data-driven decision-making.
“The most important part of communication is really listening with empathy, active listening,” Walters says.
“Like asking the questions, understanding the perspectives, understanding exactly what's going on in the business or what's happened in the past. Second, a lesson would be to really understand the data. If we're putting together a program, how are we measuring data? Really make data-driven decisions.”
Under Walters’ leadership, Schneider Electric has embraced hybrid work while prioritizing human connection.
"For us at Schneider, one thing that we've learned is that human connection is vital for the overall well-being of our employees and our culture," he says.
“And so, for us, the hybrid work model was branded 'Return to People,' it wasn't 'Return to Office.'"
The company currently operates on a two-to-three-day hybrid work model, allowing employees flexibility to balance their personal and professional lives.
"Flexibility is key for us, for our people, to really choose which days they come in, so that way, they have the opportunity again to really focus on their personal, professional goals,” Walters explains.
Schneider Electric has doubled down on its people-first approach with its newly launched "IMPACT Values," which serve as a foundation for its company culture.
“Impact stands for inclusion, mastery, purpose, action, curiosity, and teamwork, and it was met with open arms across the organization,” says Walters.
“The employees really loved it and really live it every single day.”
These values are also built into the company's performance management framework, Walters explains, shifting the focus from individual performance to collective success: “What are we doing to contribute to other people's success? What are we doing to collaborate together as one team towards ambitious goals?”
For Walters, work-life balance isn’t just a talking point – it’s a necessity and a high priority; he explains how his own experience with burnout early in his career solidified the importance of personal well-being.
“I hit a point in my career early on where I was traveling a lot, and I was working a lot, and really, my health suffered because of it, both mentally and physically," he shares, adding that “really taking a step back” has been a crucial learning experience for him.
“I know we live in this world of a hustle culture, but it doesn't need to be that way."
He has brought this philosophy into his role at Schneider Electric, and the organization takes well-being seriously, offering well-being months, meditation sessions, and fitness initiatives.
As a leader, Walters actively encourages his team to put their well-being first.
"I have shared some of my morning routine practices with my team. I encourage them that family and health are most important," he says.
“I think it creates that safety and that trust within that team, that they will work together to get whatever it takes done, but because we care so much internally.”
As Walters continues shaping HR strategy at Schneider Electric, his focus remains on leveraging AI, refining hybrid work policies, and ensuring employees feel valued and supported.
“We want to be the most sustainable company, and we know that human connection is key,” he says.
“And so, having that human connection face-to-face, but then also allowing people to have the flexibility to be more productive, maybe at home when they're working on an individual assignment, that gives them the best of both worlds.”
