Unilever Thailand entry – Award for best HR strategy in line with business
TABLE OF CONTENTS80 YEARS IN THAILANDTA L E N T & O R G A N I Z AT I O NREADINESS ASSESSMENT2 0 1 5 S T R AT E G YG P S . T R A N S F O R M AT I O NKEY HIGHLIGHTS • RECRUITMENT • E M P L O Y E E R E L AT I O N S ( L I V E L I F E ) • PEOPLE WEEK 2011 • Z E R O FAT • MY LEGACYU N B E ATA B L E A WA R D S
• We have a clear business target to 2010. Do we have the talent • From 2009 to 2010: required to address this business plan? - Revenue: EUR 660M to 694M -Do we have the right number of people? Are more people needed in your - Gain share in MT team to support this accelerated growth? Which area has the biggest - Re-new the Core: Fab Clean, shortage? Hair, Body & Dishwash -What have we done well? What should we do to address the increasing needs - Double: IC, Savoury, Skin for talent pipeline (e.g. MT pool, MCR, expats)? - Difficulty in managing supply of MT and MCR• How should we upgrade our talent management process to ensure • Sub-optimal talent we develop talent strategies in line with our growth strategies? management -What have we done well? What should we do to address the increasing needs - High turnover rate for talent pipeline (e.g. MT pool, MCR, expats)? - Insufficient lister coverage and -What can be done to improve our talent management (e.g. improved KT/KR alignment for critical development/career plan, job level, compensation, coaching)? functions - Lack of coaching/training -Do we have an effective performance evaluation? Are we able to identify high-quality talent for succession? - Perceived uncompetitive remuneration -How to improve our retention rate given increasing external attraction?• What skills and capabilities do we need to deliver to the growth? • Issues and challenges ahead Where are the biggest capability gaps we face today? - Loss of talent (especially at -What are the most critical functions/ skills to deliver business results today WL2, and for CD, BB) and future? How are they performing and where are the critical issues? - Younger team -Is current structure scalable for growth or specific changes are needed? -What should we do to most effectively manage the capabilities/skills buildup?
• What should we do to reduce complexity and improve efficiency • Several lengthy regional/global of decision making? processes exist -Are we an overly complex organization (e.g. processes, reports)? What are • Many reports, KPIs some examples of the complexity and slow decisions? How can we improve them? -How does current centralized global/ regional functional structure impact on process efficiency? What went well and what should be fixed? -How can we improve our cross-functional interface (e.g. BB/BD) to enhance our ability to move faster and make right decisions for local consumers?• Culture has traditionally been strong, in recent years it has been • Low scores on GPS on several perceived to be different. What is causing this, and how can we dimensions improve our cultural effectiveness? -What are the perceived values that make you stay at ULT and strive for future success? What are the 2~3 most important things that motivate you in this organisation? -Do we have an effective culture today? Can people consistently demonstrate desired behaviors? -There are potential concerns about emerging dissatisfaction among new generations. Do you see this issue among your team, your peers? Why? -What cultural program should we add/ accelerate/ continue/ stop?• What are other non-organisation-related actions we should take to enable our growth? -What are specific functional plan/initiatives that are critical to the overall business success?
Define and Execute Measure Perfect Store The ability to use fact based informationPERFECT STORE to provide proof that we are executing in store and reaching our objectives.Basic • Understand the Sales Fundamental KPIs Reference Sales Fundamental documents to support theAppreciation • Understand responsibilities for the KPIs activities • Understand where to find the data to update Have gone to appropriate contact and have obtained data the KPI scorecard Have updated the SF scorecard accuratelyLearning Experiences - 70 Contacts - 20 Formal Development - 10DevelopmentPlan Reference Sales Fundamental CDC Sales Fundamental week EDGE E:Learning documents to support the activities Coaching with RE Champion RE system training Have gone to appropriate contact and have obtained data Have updated the SF scorecard accurately Copyright Unilever 2009
NAME: Country: Role: Work Level:TEST Vs Job Profile Vs Peer Group A Vs Peer Group BRESULTS:Learning Experiences - 70 Contacts - 20 Formal Development - 10DevelopmentPlanSKILL 1SKILL 2SKILL 3 Copyright Unilever 2009
Unbeatable Thailand – HR Priorities 2012 Thrusts Priorities for 2012 Deliverables KPI’s • Learning Utilisation & Effectiveness (ILT courses and LMS to support • 10% LMS utilisation increase, +5bps Deploy World-Class Leadership Curriculum development index in GPS 2012. 1 Leadership Development and Build Employee Engagement) • Full Leadership Acceleration – HP3, New WL3, and New WL4 . • 100% HP3 ExcelRator, ULDP for WL4, GOLD +S trategic Finance for WL3. • No. 1 Employer of Choice for Graduates and MCR • #1 choice in TNS Survey • Identify and develop top 10% WL 1 in Thailand 2 Employer of Choice - Turbo Charge the Talent Agenda (great people, great place) • • Deliver high-quality UFLP recruits in 2012 Proactive Talent mapping for WL2 “Hot Jobs” and Proactive • Top Graduate talents niche recruitment implemented. People Introduction of selected top candidates. • 25 UFLP – 75% achieving rating “4” • Simple and energizing Onboarding process. in their first stint. • Deliver strong EVP as the best Marketing Company in Thailand. • 5 proactive hires at WL 2+ 3 • Build diverse mix of talents from different top schools in Thailand. • Mix of 30% Sasin, 30% Thammasat SPEED DRIVEN PERFORMANCE CULTURE Build Diversity to Reflect our Consumers and and 30% ABAC for local UFLP Customers. • Recruit DE for sales office area from Chiang Mai + selected top recruits. school from North Thailand. • Campus recruitment in Chiang Mai 4 delivered OTIF with top recruits.TURBO CHARGE TALENT ONE CONNECTED TEAM Build an Integrated People Development System • Embracing Gen-Y Line Management. • Deliver Organisation Blueprint with FTE and Productivity targets • Indirects and FTE targets fully 5 Design and Deliver a Faster, Simpler, Connected Organisation as per the plan. • Deliver Zero Fat project and continue S2S to deliver simplified achieved per financial plan 2012 Place organisation with better work-life balance. • Deliver Org. Blueprint for WL1+ • Zero Fat delivered OTIF. 6 Create the Sustainable Agile Working “WOW” • Pilot Agile Working practices in HBA, HR and R&D • 100% OTIF, +5 bps on Work-Life Balance in these three functions. • Deliver “Unbeatable Execution” workshop to support Jed Yod • 100% Unbeatable Execution attendance. 7 • Performance Increase Leadership Effectiveness to Drive 3+1 Alignment 2012 across organisation. • 10% Gap Closure in PCI (Performance Performance Culture • Build Trust and Respect within the team. Culture Index) & Bias for Action. • Leverage LSI and build Blue culture. • Build Myanmar • 3+1 Alignment delivered. • Brilliant Reward Communication for transparency + engagement • Reward GPS indices +10bps 8 Deliver Rewards and Recognition Programmes that are Valued by our People building. • Implement Reward uplift to 75% PP in FMCG Market. • Review Reward mix to deliver valuable Total Reward as employee • Reward uplift implemented OTIF in 2012 • WL2 Attrition <10% aspired to. • Implementation of new Service Delivery Solution 9 Fix the Basics (HR Services) • Deliver Recruitment Excellence • 100% Green SLA • Time to Hire <40 days One Team • 100% Roll-out Skill Sights • Strengthen HR Capability • 100% coverage of WL 2+ HR 10 Strengthen our HR Organisation • Deliver on HR Ambition as One Team managers in BA program. • 100% HRFP for all WL1 Mgr • GPS HR Development +5%
Laundry Explode Explode Unbeatable Smart Zero Hair 2.0 Execution 6/12 IC Indochina Promo Fat Right People, Right Job and Right Pay, 5 7 7 74 Right Career Org. Deliver Continue Deliver Blueprint Unbeatable S2S and Zero Fat Fast Track Capability Building Indochina Execution build4 OTIF 100% OTIF Workshop momentum
Pulse GPS WL2+ Order of Unilever Ext.Question 2011 2010 Impor- Top 25% Norm % Fav % Fav tanceThe senior leadership of Unilever has communicated a vision of the future 73 76 83 65that motivates me.I trust the senior leadership of Unilever. 65 64 82 71I trust the leadership of my organisation. 69 70 78 66The senior leadership of Unilever leads by example. 56 64 69 --The leadership of my organisation clearly communicates the organisations 78 86 86 --strategy and objectives.
GPS WL2+ Pulse 2011 Unilever Ext.Question 2010 % Fav Top 25% Norm % FavThe leadership of my organisation demonstrates behaviours that encourage a 86 85 80 --"culture of winning".Decisions are made quickly and efficiently in my organisation. 52 49 46 --People in my organisation are held accountable for delivering on their commitments. 80 86 73 --I have a clear understanding of how my performance is evaluated. 84 77 81 67The leadership of my organisation deals effectively with poor employee 43 43 58 --performance.Unilever has a performance culture. 81 79 72 --The senior leadership of Unilever has established a culture that recognises and 76 73 76 --rewards successful performance.I have clear work plan goals. 89 85 93 --My immediate manager regularly talks to me about the progress and quality of my 72 60 79 --work.Unilever promotes the person best able to perform the job. 54 44 56 54
Reward & 70-20-10 & ABC Knowledge Strong 70-20-10 & ABC Recognition Discussion in Café Best Performance Discussion in Roadmap / MYR / People Practice Management MYR / People Reward Open Manager Day Sharing System Manager Day House 81 82 72 71 68 69 65 60% Favourable 59 57 My immediate Good ideas and best My immediate Unilever values my I have the tools, manager and I have practice are openly manager regularly contribution. resources and support agreed the shared in my talks to me about the I need to develop skills/capabilities I organisation. progress and quality of myself in my role. should develop to my work. succeed in my role. Focal Group 2011 (%) Focal Group 2010 (%)
Focal Group 2011 (%) Focal Group 2010 (%) 86 86 78 78 80 71 67 64 62% Favourable 56 The senior leadership The leadership of my The ultimate needs of People in my My organisation is of Unilever leads by organisation clearly our customers and organisation are held making the necessary example.* communicates the consumers are at the accountable for changes to compete organisations strategy heart of everything we delivering on their effectively in the future. and objectives.* do. commitments.
TOP 5 BOTTOM 5 Complexity and bureaucracy inResults from the previous GPS Unilever are decreasing +survey were shared with me 95% Decisions are made quickly & efficiently 34%I am proud to say that I workfor Unilever 92% The leadership of my organisation deals effectively with poorI feel that I am part of a employee performance 43%team 90% Unilever is better than ourI have clear work competition at responding rapidly toplan goals 89% changes in the market 43% I am satisfied with myThe leadership of my compensation & benefits 50%organisation demonstratesbehaviours that encourage a Managing my work responsibilities in a way"culture of winning“ 86% through a healthy work-life balance 52%