MGT 351 Final Group Project Sect Sectio ionn - 4 InstructorInstructor- M. Farhan Enam
Topic: Human Resource Management of Nestle company Group Members’ Members’ Name
ID#
Priodorshine Sarker
112 0081 030
Sharzin Shavina Reza
111 0773 030
Sifat Gazi Sitak
112 0004 030
Sifat Abir
111 0978 030
Sanjib Samadder
111 0798 030
Ack Ac kno nowl wle edg dge eme men nt: We thank our honorable course instructor M. Farhanul Enam, Lecturer of the North South University in Business Administration Department, for allowing work on this pro p ro je ct . Priceless suggestion, constant guidance, advice and very feasible help throughout the project work which smooth the completion of this project. To entire staff without whose who se interest and co-operation we could not have produced this study. A special thank to the Nestle’s employee, for these guidance, insight and en couragement in the writing and compilation of this report. report. His invaluable support and patience throughout this journey has been unreal and is appreciated from the bottom of our heart. .At last once again we like to praise those persons whoever comprehends this proposal, with the name of Almighty.
Letterof Letter of Tra rans nsmitta mittall 2, September, 2013 M. Farhanul Enam Lecturer Department of Business Administration North South University Submission Submission of a Report on: HRM practices practices in
Dear Sir, This is our pleasure to accomplish the Project Work of MGT351 and submit the report on Nestle, world’s largest health, nutrition and wellness company. We have prepared the report on the basis of the Study on Human Resource planning and personnel policies of Nestle.
This report is prepared on the basis of both primary and secondary data. Primary data was collected by questioning the concerned people of the company during the period of the working hour; while secondary data was collected from various printed documents like annual report etc. of the company. Although the main purpose of the report is to provide an insight to Human Resource planning and personnel policies of Nestle, world’s largest health and nutrition nutrition company. We would like to express our gratitude to you for your valuable effort for us which provided the opportunity to complete this project.
Thank you Yours Sincerely,
Priodorshine Sarker
112 0081 030
Sharzin Shavina Reza
111 0773 030
Sifat Gazi Sitak
112 0004 030
Sifat Abir
111 0978 030
Sanjib Samadder
111 0798 030
Executive Summary The report has been prepared as a mandatory requirement of our course MM(Marketing Management).
It is is the summarized outcome of what we have learned till now in the sectors
Principle of Marketing. Executive summary presents a clear vision of the report with different titles. After we identify an existing existing company, company, which is Nestle, Nestle, Bangladesh. Bangladesh. In our report report we mainly mainly deal deal with with the new new product line and deigned the packaging and leveling of the fruit juice. This report will help us to determine the in-depth information and stand ou t position in the market. We sum this this philosophy philosophy up in four four simple simple words – Good Food, Good Good Life Life - reflecting reflecting in everything we do and extending beyond what we make. On our path to being the leading food, nutrition, health and wellness company, we will continue to ensure that we do everything we can to
build,
nurture
and
develop
family
and
community
wherever
we
are.
Today Nestle is the world’s largest food and Beverage Company with more than 250,000 employees and over 500 factories in 86 countries around the world. Our products have been available in Bangladesh. The Nestle Company has not introduced any fruit juice. So it has decided to introduce new product line of fruit juice, which will be healthy, nutritious and delicious compare to other fruit juices in our country.
Table of Contents Acknowledgement: ............................................... ........................................................ .......................................................................... .................. 3 Letter of Transmittal ....................................................... .............................................................................................................. ................................................................ ......... 4 Executive Summary ........................................................ ............................................................................................................... ................................................................ ......... 5 List of tables and figures..................... ....................................................... ............................................................................................ ..................................... 8 Introduction............ ........................................................ ............................................................................................................... ................................................................. .......... 9 Background of the project .................................................... ........................................................................................................... ....................................................... 9 Scope ........................................................ ................................................................................................................ ................................................................................... ........................... 9 Limitations: ....................................................... ............................................................................................................... ........................................................................ ................ 10 Company Profile ................................................... ........................................................ ........................................................................ ................ 11 History:................................................................................. History:......................... ............................................................................................................. ..................................................... 11 Nestle in Bangladesh ....................................................... ............................................................................................................. ...................................................... 11 Vision and Mission: .................................................... ........................................................................................................... .............................................................. ....... 12 Management: ..................................................... ............................................................................................................. ........................................................................ ................ 12 Organogram) ..................................................... ............................................................................................................. ........................................................................ ................ 13 This is the general organizational Chart:..................................................... Chart: ............................................................................... .......................... 13 The HR Management Chart:......................................................... ......................................... 14 Nature of Business (Corporate Strategy, Business Strategy, Products and Services)............... 14 Functional Strategy with respect to Business Strategy:......................................................... 15 Human Resource Department .................................................. ..................................................... 15 Leadership: ............................................... ........................................................ ................................................................................. ......................... 15 Grow talent and teams ..................................................... ........................................................................................................... ...................................................... 15 Compete and connect externally.................................................... ........................................ 16 Lead to win ................................................... ........................................................ ......................................................................... ................. 16 Manage for results .................................................. ....................................................... ............................................................... ........ 16 Leadership through 360 Degree Workshop:............................. ............................................. 17 The HRM Process: ...................................................... ............................................................................................................. .............................................................. ....... 17 The Recruitment Process:................................................ Process: ................................................ ...................................................... 17 Job Analysis......................................... ........................................................ .................................................................................. .......................... 17 Job Description Description:: ............. .................... .............. .............. ............. ............. .............. .............. ............. ............. .............. ............. ............. .............. .............. ............ ..... 18
Job Specificati Specifications: ons: ............. .................... ............. ............. .............. ............. ............. .............. .............. ............. ............. .............. .............. ............. ............. ......... .. 20 Source of Candidates ....................................................... ............................................................................................................. ...................................................... 21 Type of Interview ................................................... ....................................................... ............................................................... ........ 21 Competency Questions ................................................. ..................................................... 21 Motivational Questions................................................. Questions ................................................. ..................................................... 22 Format of questions..................................................... questions ............................................................................................................ .............................................................. ....... 22 Staffing ..................................................... ............................................................................................................. ................................................................................. ......................... 23 Job enrichment............................ ........................................................ ........................................................................................... ................................... 23 Job enlargement ...................................................... ............................................................................................................. ............................................................... ........ 24 Job rotation ................................................... ........................................................ ......................................................................... ................. 24 Training Process of Nestle ................................................... ..................................................... 25 Training Need Assessment: ...................................................... ................................................................................................... ............................................. 26 Trainings in Nestle Bangladesh:......................................................... Bangladesh:. ........................................................................................... ................................... 27 Communication Skill: ................................................... ..................................................... 27 Presentation Skill: ................................................ ....................................................... .............................................................. ....... 27 Training on Nutrition Awareness: .................................................. ................................... 27 Everyday Coaching Awareness Session: .................................................. ......................... 27 Product Knowledge:............................................. ....................................................... .............................................................. ....... 28 Performance Appraisal................................................ Appraisal ................................................ ....................................................... .............................................................. ....... 28 Performance Factors:....................................................... Factors: ............................................................................................................. ...................................................... 28 Reinforcement/ Behavior Modification Theory: .................................................. ................. 29 Performance Appraisal Rating: ................................................ ............................................. 29 Appraiser’s Overview Evaluation: ..................................................... ........................................................................................ ................................... 29 Employee Self Appraisal:................................................ Appraisal: ................................................ ...................................................... 30 Reward and Employee Relations Team: ..................................................... ............................................................................... .......................... 30 Findings and Recommendations ....................................................... ................................................................................................... ............................................ 31
Type of Management ................................................ ..................................................... 31
Practice of Job description and analysis:........................................................................ 31
Source of Recruitment:.............................................................. ..................................... 31
Compensation and Other Fringe benefits.................. ..................................................... 31
Employee Turnover Ratio .................................................. ............................................ 32
Job satisfaction ................................................. ....................................................... .............................................................. ....... 32
Conclusion Conclu sion.............. .............................. .................................. .................................. ................................... .................................. .................................. ...................................... .............................. ........... 32
List of tables and figures The General Organization Chart
P. 13
The HR Management Chart
P. 14
Job Description Table
P. 18- P. 19
Job Specification Table
P. 20
Training Process Diagram
P. 25
Training Need Assessment Diagram
P. 26
Introduction Background of the project Firstly to create the project on Nestle, we had to go through the company information in a very broad way. As the HRM process includes much information that is not very easy to get promptly. We had to screen out different sections of Nestles department of HR and compile the information such a way that fulfils the outline of the project assigned to us. Our group was quite keen to work on Nestle because it has contributed to most of the countries of the world with its great goodwill and rich products. The brand of Nestle and image of this brand is very well known and trustworthy. So, we chose Nestle as our company to be worked for.
Scope The study will be conducted on’ The Practice and Administration of Human Resource Management in Nestle to construct a critical analysis on Recruitment and Selection. It also includes the Training, Compensation and Awards for employment perspective from a holistic point of view. This Project report covers: Literature Literature Review Review – A brief review review on the theori theories es and principle principless of Nestle’s Nestle’s operating operating in Bangladesh. Description Description of Nestle Nestle as a company – A descript description ion of the establi establishment shment of Ne st le . it s mission,
vision,
goals,
objectives,
approaches,
activities,
administrative
structure, legal entity and other information. Performance Appraisals and promotions of the organization – A brief description of the organization’s current practice in the sectors of performance appraisals and promotions. A Summary of the Findings Findings and and Evaluation – A brief description description of the the fi nd in gs an d evaluation evaluation of my study study from from a holist holistic ic point point of view.
This is merely merely a descr descripti iptive ve report. report. Most Most of the data data and infor informati mation on are collec collected ted th ro ug h informal informal interviews interviews with with the respective respective executives. executives.
Limitations: As far as report writing is concerned, we are bound to make mistakes, as well as face various other problems. Thus, few of the problems faced while preparing this report and some of the weaknesses of this report are given below Nestle is a multinational company that’s why we were unable to have any physical survey. Getting relevant papers, documents and information were strictly prohibited. In web sites there are lacks of information. It was a very short time that’s why we could not go through o our ur report.
Compa Com pan ny Profil ofile e History: In 1867 Henry Nestle, a chemist from Frankfurt who had settled in Vevey, became interested in infant feeding. To satisfy a clear need, he developed and produced a milk-based food for babies whose mothers could not nurse them. The new product soon became well-known worldwide under the name of “Farine Lactee Nestle ( Nestle Milk Food )”.In order to expand into a broader category and meet more people’s needs, the Nestle Company’s first diversification occurred occurred in 1905 when it merged with the AngloAnglo- Swiss Condensed Condensed Milk Milk Company (1866). (1866). Today, processing milk food is still the company’s chief activity together with the other products of Nestle family such as chocolates, instant milk-based drinks culinary products, frozen foods, ice cream, dairy products and infant foods. Nestle is still primarily concerned with the field of nutrition, but it has also acquired acq uired interest in pharmaceuticals and cosmetics industries. As a result of the company’s initiative and bold activity, it has grown into a huge organization, employing almost 230,000 people in nearly 500 factories worldwide. Nestle products are now widely distributed on all continents and sold in more than 100 countries.
Nestle in Bangl Bangladesh adesh Popular Nestle brands entered this part of the sub continent during British rule and the trend continued during pre-independence days of Bangladesh. After independence in 1971, Nestle World Trade Corporation, the trading wing of Nestle, sent regular dispatches of Nestle brands to Bangladesh. By that th at time some of the brands such as Nespray, Cerelac, Lactogen, Blue Cross etc. became household names. In the early eighties Transcom Ltd. was appointment the sole agent of Nestle products in Bangladesh. In 1992 Nestle and Transcom Ltd. acquired the entire share capital of Vita Rich Foods Ltd. Nestle took 60 percent while Transcom Ltd. acquired 40 percent. The name of the company was also changed at this time to Nestle Bangladesh Limited. In 1998 Nestle took over the remaining 40 percent share from Transcom Limited. Today Nestle Bangladesh Ltd. is a solid based enterprise.
Vision and Mission: Vision: To be a leading, competitive, Nutrition, Health and Wellness Company delivering improved shareholder value by being a preferred corporate citizen preferred employer preferred supplier selling preferred products. he alth and wellness company. compan y. Their Mission: Nestlé is the world's leading nutrition, health mission of "Good Food, Good Life" is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night.
Management: a. Mana naggement: In general organization chart the head of the organogram is MD (managing director). The MD will be controlling Technical manager and Marketing manager. Marketing manager will be responsible for the course of action of National sales manager and Brand manager. On the other hand Technical manager will be controlling Plant manager and corporate manger. Supply channel manager will be authorizing the distribution channel. There will be a link with the Finance control manager. This link will help Supply channel to fix the budget for distribution channel. On the other side HR organogram shows that MD (Managing Director) holds the responsibility of HR manger reward and HR manager Training. There will be a link between HR manger admin and HR manger factory. HR manger controls Employee Relationship manger and Welfare manger. On the other hand executive manager and executive office security is managed by HR manger Admin.
Organogram This is the general or anizational Chart:
MD (Managing Director)
Marketing and Sales Man ger
Nation Sales Manager
Group Brand Manager
Supply Chain Manager
Distribution Operations
Distribution Services
Technical Manager
Plant Manager
Corporate Manager
Finance Con rol Manager
Finance Controller
Demand and supply planning
Corporate HR manager
HR Manager
Corporate Qu lity Assurance manager Quality Assurance Manager
The HR Management Chart:
HR Director
HR Ma Mana nage ge Reward and D
HR Office Talent acquisition
HR Office MIS
HR ma mana nage ge Admin
Executive Admin
HR manager Training and Learning
Ex cutive Office Security
HR Manager Factory
Employee Relationship Manager
HR elfare O ficer
Company Security
Nature of Business Corporate Strategy: Nestle is pursuing its custome s’ through through nutrit nutrition ion health health awareness, awareness, qualit quality assurance and product safety and with batter c mmunication with the consumers. So we can c nclude that, it is a Conc Concent entra rati tion on stra strate tegy gy becau becau e Con Conce cent ntrrat atiion gr grow owth th str trat ateg egie iess inc incllud udee m rket penetration, product development, and horiz ntal integration.
Business Strategy: As our company is using concentration strategy by developing the product, so cost leadership business strategy will be vague to use. Nestle is using differentiation strategy, it is positioning its food products as a nutritive food to market even in the snacks section with their unique selling proposition and better communication channel.
Functional Strategy with respect to Business Strategy: To meet the differentiation strategy Nestle marketing division and will be using unique selling proposition and creative advertisement. R&D department will be working on intensive product development.
Human Resource Department Leadership: Nestlé managers at all levels are more concerned with leading and inspiring people to add value to the Company and society rather than with exercising formal authority. Nestle company follows decentralized system. So basically Nestle is a decentralized and aligned organization. In an increasingly dynamic world, leaders face significant challenges and opportunities. These stem from shifts to new social patterns and unprecedented worldwide competition. Achieving ongoing success requires that each Nestlé leader understands the context and capitalizes on it, as described in the following principles:
Grow talent and teams Nestle leaders have a passion for building and sustaining an environment where people have a sense of personal commitment to their work and give their best to promote our Company’s success. They care for and develop the leaders of tomorrow through addressing a ddressing all areas that allow them to progress in their work and to expand their capabilities. They understand the importance of continuous learning and improvement, as well as sharing knowledge and ideas freely with others. They are committed to giving and receiving honest, accurate and timely feedback, including performance evaluation, in a climate of mutual respect.
Compete and connect externally Constantly looks for ways to satisfy our consumers and customers while attracting new ones in unique and compelling ways. Displays curiosity and open-mindedness as well as a high level of interest in other cultures and lifestyles. Believes Believes in openness openness and dialogue with with outside stakeholde stakeholders rs about future future trends in society, technology, consumer habits, and business opportunities. Understands the external impact of our operations and, as a result, proactively seeks to engage and partner with the community, authorities, shareholders and other stakeholders.
Lead to win Nestle leaders have built credibility as a result of coherent action, a ction, leadership lea dership and an d achievement. They are able to think from different perspectives and to create a climate of innovation. This implies openness to risk and the possibility of making mistakes, but also the willingness to correct and learn from them. They believe in the importance of alignment and management of expectations.
Manage for results Nestle leaders embrace personal commitment and courage in execution. This includes the capacity and the willingness to take initiatives and risks while maintaining composure under pressure. They value proactive cooperation in order to create synergies at local, regional and global levels. They believe in achieving business objectives rooted in compliance and sustainable practices.
Leadership through 360 Degree Workshop: This program is fort all the employees of Nestlé; the company nurture the talent from the very beginning of an employee employe e to become a leader and as well as a good successor. Moreover in this training it is also emphasized that how to work in a team and follow leadership; senior employees and as well as the renowned trainers for leadership training is bought here. It’s basically class room based training.
The HRM Process: The Recruitment Process: Nestle company follows the motto mot to that: “Wherever in the world you apply our recruitment teams will provide a professional, timely and responsive service. The current report is that innumerable employees are engaged in Nestle, Nestle hires most of the employees through a method. An opportunity of employment comes when some employees want to resign or there is an urgent need. But in case of these three situations the head of the department must have to obtain consent of the managing Director (MD). The Divisional Head fills up a “Recruitment and Budgeted Form” if the request is approved.
Job Analysis Job Analysis consists of TWO parts. 1. Job Job Des Descr crip ipti tion on,, 2. Job Job Speci Specifi fica cati tion on..
Job Desc Descript ription ion: Some Job Description Criteria of Nestle is given below:
NESTLÉ USA POSITION DESCRIPTION MANAGER TO COMPLETE
HUMAN
RESOURCES
TO
COMPLETE Position Title: Retail Sales Representative
Job:
Grade:
SBU: NUSA
FLSA Status:
EEO Code:
Date Approved:
By:
Department: NROC
Hispanic
Reports To: Ricardo Rodriguez
Title: Team Leader
POSITION SUMMARY: The primary purpose and function of the person holding this position is to sell the Nestle USA line of products to independent retail grocery stores, and some small direct buying accounts. Activities Activities will will center on selling selling new item item introductions introductions,, marketing marketing promotions, promotions, line line extensions, merchandising and maintenance of existing product lines. They would also have to fulfill all required administrative duties.
Primary Responsibilities
Store Sales A. Assumes complete responsibility for sales goals and retail development within a territory. B. Confidently deliver sales presentations. C. Suggest creative sales and marketing concepts to management. D. Executes promotionally effective marketing and sales programs at store level. E. Attains account sales and merchandising goals for their territory. F. Develops a strong relationship with accoun t store personnel that benefits Nestle EMD. G. Uses organizational skills to effectively plan their sales, merchandising and administrative duties.
Store Distribution A. Attains 100% distribution of Nestle EMD items in retail and distributor accounts. B. Ensures that authorized distributions are placed in assigned retail accounts within a predetermined timeline. C. Capitalizes on retail distribution opportunities at store level. D. Communicates competitive distribution gains and losses using the p rovided tracking tools. E. Manages and documents product used to directly attain product distribution at retail.
Store Pricing A. Ensures that pricing guidelines are met at retail level. B. Properly merchandises all Nestle EMD price tags at retail for accuracy. C. Oversees that the current scanning prices reflect current promotional allowances and zone pricing. D. Reports competitive price changes and promotional support to the Retail
Job Spec Specific ification ationss: Job Specification Specificationss is a list of a job’s “human “human requirements requirements,” ,” that is, the requisite requisite education, skills, personality, and so on—another produc t of a job analysis.
REQUIREMENTS AND MINIMUM EDUCATION LEVEL: Working knowledge of Micro-Soft Excel, Word and PowerPoint Spanish Bi-lingual required Drivers License with a good driving history History of good work performance Superior Organization, Communication and Follow-Up Skills. Highly Creative. Articulate. Successful completion of a background check and drug screen. College Degree Preferred. Overnight Travel: 10-20%
EXPERIENCE: Entry Level Position OK High Interest in Hispanic Grocery Sales.
SKILLS: I am looking for someone that is interested in a career in Hispanic Grocery Sales. Previous experience in sales or the grocery industry is not required. I am looking for a motivated person willing to put in a lot of time and effort into learning about and exciting, fun and fast growing part of the Industry. The person I need to fill this position will need the following following skills: A
strong work ethic
Excellent Articulate Superior A
organization skills communication skills
Follow-up skills
motivation to succeed
Source Sour ce of Candida Candidates tes Nestle wishes to maintain and develop its reputation as an employer of high repute. They find candidates through: -
Cont Contac acts ts with with univ univer ersi siti ties es,,
-
Atte Attenda ndanc ncee at recr recrui uitm tment ent event events, s,
-
By publi publish shin ing g adve advert rtis isem emen entt onl onlin ine, e,
-
Promot Promoting ing emplo employee yeess intens intensive ively ly from from withi within n the organi organizati zation, on,
-
By keep keeping ing HR to to keep keep an an eye eye on candida candidates tes from from outsi outside, de,
-
By unde undert rtak akin ing g oth other er cont contac acts ts..
By following these steps Nestle ensures good visibility of the company vis-à-vis relevant recruitment sources.
Type Typ e of Intervie Interview w While interviewing Nestle forms the questions in such a way that they can scan out the best of candidates candidates through through interview interview process. process. They follow follow structured structured intervi interview ew process. process. They follow follow some question pattern, through which the candidates will have to go through.
Competency Questions Experience provides the best predictor of whether a person can do a job and therefore the STAR technique is used when asking a candidate a competency. Interviewers will be looking for the candidates to give an example of what wha t his/ her responsibilities were in the situation that s/he was describing.
S-Situation T-Task A-Action R-Result e.g. Can you give me an example from your most recent role when you have had to work to a deadline?
Interviewers may probe into your answer to ensure they get enough depth to the question:
S Why did you have this deadline? T What was your specific specific role role in the task? A What did you do to ensure you met the deadline? R What was the end result?
Motivatio Motiv ational nal Quest Questions ions Motivational questions are used to find out what makes the candidate tick and to see if the role suits your chosen career path, aspirations, industry etc. Typical motivational questions would be:
Why are you interested interested in this position? position?
What do you find frustrating in your current role?
What type of management style gets the most out of you at work?
Format of questions Nestle interview questions for all job positions such as Office Manager, Marketing Associate, Controller, Network Engineer, Hr Administrative Assistant, Accounting Clerk and other. Most common formats and types of Nestle interview questions: Case, Panel, Behavioral interview questions.
Nestle interview questions for internship/entry level positions: - What do people most often often criticize criticize about you? - What do you feel is the best educational preparation for this job? - What are common common risks at Nestle? Nestle? And how to face? - Is the Nest Nestle le your ideal ideal compa company? ny?
Nestle interview questions samples for Phone interview: - What would be your ideal ideal working environmen environment? t? - When you are not studying or working, working, what types of activities do you enjoy?
- What don't you like like about working at Nestle and what would you change? - How many projects projects do you work on at once? once?
Nestle interview questions for experienced candidates: - What kinds of things things really really get your excited? - How do you communicate communicate goals to subordinate subordinates? s? - What negative thing would would your last boss say about you? - Tell about a problem problem that you solved solved in a unique or unusual way.
Top 5 tough Nestle interview questions examples: - What did you do to prepare for this job interview? interview? - What percentage of your time is spent doing each function? - Tell me a suggestion you have made that was implemented. - Describe a situation situation in which you had to collect information. - Try to define processes and methodologies you use in your job. This list of typical Nestle Nestle interview questions (also Nestle Phone interview questions) contains Video Conferencing, Individual, Competency Based, Behavioral, and Stress, Panel questions for first and second interview.
Staffing Job enrichment Nestle human resources provide the facility to right person p erson on right place so that can create the image in firm job enrichment. The long-term success of the Company depends on its capacity to attract, retain and develop employees able to ensure its growth on a continuing basis. Each new member joining Nestlé is to become a participant in developing a sustainable quality culture which implies a commitment to the organization, a sense for continuous improvement and leaves no place for complacency. Nestle provide more stimulating and interesting work that adds variety and challenge to an employee's daily routine. This increases the depth of the job and allows people to have more control over their work. Therefore, and in view of the importance of these Nestlé values, special attention will be paid to the matching between a candidate’s values and the Company culture.
Job enlargement Job enlargement in nestle firm provide the large task and complexity to one worker its call job enlargement. Job Enlargement is the horizontal expansion of a job. It involves the addition of tasks at the same level of skill and responsibility. Contradicts the principles of specialization and the division of labor whereby work is divided into small small units, each of which is performed repetitively by an individual worker. Thus, job enlargement seeks to motivate workers through reversing the process of specialization. Nestle believe that a typical approach might be to replace assembly lines with modular work; instead of an employee repeating the same step on each product, they perform several tasks on a single item. In order for employees to be provided with Job Enlargement they will need to be retrained in new fields which can prove to be a lengthy process. There are several tasks available in nestle. A good worker can get opportunity to choose his desire job or an efficient worker can do several jobs. Nestle provide this opportunity to the workers which motivate them to work more efficiently. e fficiently.
Job rot rotati ation on Flexibility is a requirement for ensuring a positive professional evolution. Staff may be requested to move to other positions. Managers, especially international staff, may be asked to move to other locations. International experience and participation in group development initiatives such as GLOBE, SMPT and others can be acquired in all countries of the Group and are a requirement for holding high-level positions. The development of expertise in specific areas of competence is determinant for the Company’s success. Therefore job rotation should be practiced with caution. Whilst job rotation might be useful under certain circumstances, it should not result in weakening expertise in key areas of Nestle.
Training Process of Nestle In Nestlé Bangladesh trainings trainings are divided in several proportions; where 70%- On the job training, 20%-Coaching, 10%- Class room training. training. On the job trainings are held in every function, where employees learn by doing the job. In coaching the senior managers or skilled employees provide the coaching and take care of their team. In the class room trainings are: delivered in class rooms where trainers deliver interactive lectures.
Join
On the job traning
Set Objectives
Performance Evaluation
Find out the improvementt areas improvemen
Training Need Assessment
Training
This figure shows the employee’s work process in Nestlé Bangladesh. At first an employee joins the company, works in his/her respective function to learn the job
initially, after a certain period of time his/her respective supervisor set the objective for him/her. When the objective is once set for an employee then he/she has to face performance evaluation twice in a year, in the first half of the year respective supervisors of the employee analyze the progress and mark the achievement of the KPI [Key Performance Indicator] and guide him to attain the 100% of his/her objective by the end of the year. Finally after the year ending another performance evaluation is done by the supervisors and they find out the improvement areas of his/her subordinates and decide what training will needed to improve the performance in the coming years. This particular decision of training for performance improvement is known as Performance Development Guide.
Training Need Assessment:
Training Need Assessment
Work on feedback for improvement
Feedback
Preparation
Training
In Nestlé Bangladesh particularly Training Need Assessment is done and the training programs are set upon the performance evaluation and the Performance development guide of the employees. At beginning of the year an objective is set for every employee and then the first review on the performance is occurred at the mid of the year; here the corresponding manager checks how much of the given objective is achieved and gives feedback on the achievement. Finally at the year end the total performance of the year is evaluated and from here the development areas comes out. For developing that area the performance development guide is prepared and the training team prepares the training according to that guide.
Trainings Trai nings in Nestle Banglades Bangladesh: h: In a year most of the trainings are conducted to improve the efficiency of the employees. These training programs are:
Communication Skill: This training mainly emphasizes on the corporate communication. In different situations of different positions employees need to communicate in different layers of the organization. In this training trainers are mainly the senior employees in the managerial position. Most interesting aspect of this training is that, after a fter the training session the trainers and trainees arrange a role playing session to practice p ractice the skill in real life model.
Presentation Skill: Here employees are trained about the presentation skills which are very necessary in day to day life. The trainers of this session are also the senior employees in the management level or sometimes the training team brings experts for it. Especially for the employees of the Nutrition function doctors are bought up by the training team. It is mostly class room based training.
Training on Nutrition Awareness: Nestlé itself is very well-known for its nutrition related products; as a result the company also arranges awareness session to aware the employees about the nutrition in our day to day life. Mainly the nutrition specialists are welcome to conduct the session. Along with that the company also arrange nutrition awareness program in the different schools in the rural arrears of the country.
Everyday Coaching Awareness Session: This training program is mainly to get familiar with the rules and regulation to conduct business in the food industry. As a wellbeing company Nestlé is bound to maintain the compliance issues; as a result this training session mainly focus on the existing and new rules imposed by the Government and WHO(world health health organization). Along
with that Nestle also has its own principle to ensure the nutrition and quality factors for its products. this training is organized organized for the new joiners of the company; Product Knowledge: Particularly this in compare to world market the product line is not so extended in Bangladeshi market. However day by day new products are being introduced in this region. As a result this training is arranged with the help of marketing team by the HR training team for for the new joiners.
Performa Perf ormance nce Appr Appraisal aisal Nestle HR gives utmost priority and importance particularly in this field since It provides a way to help identify areas for performance enhancement and to help promote professional growth. It should not, however, be considered considered the supervisor's only communication tool. Open lines of communication throughout the year help to make effective working relationships. Each employee inside Nestle is entitled to a thoughtful and careful appraisal. The success of the process depends on the supervisor's willingness to complete a constructive and objective appraisal and on the employee's willingness to respond to constructive suggestions and to work with the supervisor to reach future goals.
Performan Perf ormance ce Factor Factors: s: Nestlé’s seven performance factors are: • Communication • Customer Service • Cooperation/Teamwork • Quality and Nutrition • Productivity/Core Organizational/Business Skills
• Job Knowledge/Tec Knowledge/Technical hnical Proficiency Proficiency • Professionalism The three additional Performance Factors have been identified for employees in positions with supervisory responsibility are: • Performance Management • Leadership • Unit Achievement/Fiscal Management
Reinforcement/ Behavior Modification Theory: Measurement of employee job performance: When negative consequences are attached directly to undesirable behavior Positive Reinforcement: When rewards are tied directly to performance
Performan Perf ormance ce Appr Appraisal aisal Rating: In this method, the performance appraisal rating is calculated and the points assigned in the performance factor section are totaled and a nd then divided by the t he number of performance factors to determine the overall performance appraisal rating.
Appraiser’s Overview Evaluation: The Appraiser’s Overview Evaluation is a composite statement of the performance. In this section the manager writes a narrative overview of the workers performance during the review period.
Employee Emplo yee Self Apprai Appraisal: sal: Employee’s thoughts about performance are an important part of the Performance Management Process. The Self Appraisal in the organization provides a tool for employees employee s to participate in the appraisal process. The purpose of the Employee Self Appraisal form is to obtain employees comments regarding job strengths, developmental needs, and actions that might be taken to improve performance.les performance.les
Reward Rewa rd and Employee Employee Relations Relations Team: As a member of Reward
and Employee Relations Team, employees join one of two expert
sub-teams, each with specific responsibility for business-wide strategic and operational remits. As part of the Employee Relations sub-team, it provides business-wide advice and guidance to line managers and the HR community on individual employee relations matters and to HR Business Partners on broader employee relations and change management issues, as well as developing and implementing policies and procedures in this area and undertaking relevant project work. As part of the Reward sub-team, on the other hand, it focuses on maximizing return on investment to deliver Reward that will motivate the employees to perform at the highest level as well as managing overall Reward principles and processes including base salary, incentives and Flexible Flexible Reward. Such motivating strategies strategies are:
Performance Driven - The level of employees Reward is linked to the performance, hence the highest performers will see the greatest Reward. There is also a direct link between the performance of the business and the Reward we're able to offer
Competitive - Nestle benchmark all aspects of Reward to ensure that it offers all its employees a competitive Reward package
Inclusive - Nestle Reward program is is designed to reflect reflect the valuable contribution contribution which every employee makes, not just senior managers
Flexible – They have made their top priority priority to allow its employees to tailor the the Reward they receive to their circumstances, whenever possible or practical
Findings and Recommendations Type of Management The day-to-day management of the Nestlé business is taken care of by our Executive Board. As nestle is a decentralized company, its management team follows a democratic leadership style. Management team of nestle is committed to a strong work ethic, integrity and honesty, as well as compliance with applicable laws and Nestlé principles. Nestle management team should concentrate more on its advertisement activities. They should try to minimize their product price. Lastly management team of nestle should keep their reputation by formulating continuous innovation and hard work.
Practice of Job description and analysis: The practice of job description as we have seen earlier is perfect. It means the way Nestle represents what they want from an employee is very precise and the candidates can be well-informed by going through the job description.
Source of Recruitment: Nestle is quite effective at sourcing the candidates. They follow almost every ways which lead to find a good class of employees. But, they skipped one source and that is finding candidates from former employees. They can reduce their training and orientation cost by recruiting candidates from former employees.
Compensation and Other Fringe benefits Nestlé favors competitive, stimulating and fair remuneration structures offering an overall competitive and attractive compensation package. Remuneration includes salary, any variable part of remuneration as well as social, pension and other benefits. Each operating company will establish a compensation practice taking into account relevant external compensation levels as
Well as the requirement of internal fairness. It is recommended to undertake regular surveys so as to gather relevant information on the remuneration levels practiced at a local or national level.
Employee Turnover Ratio Generally on an average the employee turnover ratio is the least in Nestle. Because on an average per employee’s service period is 13 years and 4 months. This is the highest service time period for an individual in any MNC. So, they are in a favorable condition in Employee Turnover Ratio.
Job satisfaction Job satisfaction is quite high in Nestle’s employees. The main reason for this is the employees can shift their department quite easily according to their needs and skills informing it to their immediate supervisor. So, Nestle is being able to keep their employees satisfied.
Conclusion For a company that will turn one hundred in a decade, Nestle has almost tried all of the strategies strategies there there can can be. Nestle Nestle company has expanded expanded internati internationally onally,, helped helped countries’ countries’ economies grow, be environmentally conscious and create joint ventures with other companies in which enhanced Nestlé’s and these companies’ performance positively.
