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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 . ...
80 YEARSIN THAILAND
2007                                       2008                                       2009                                ...
TA L E N T & O R G A N I Z AT I O N READINESS ASSESSMENT
Do we have the… …talent & skills   to match our growth ambition? …organisation      to make us more consumer and customer ...
CAPABILITIES                          x                        CULTURE                     Organisation                   ...
Wk of        5/24     5/31      6/7     6/14     6/21     6/28      7/5       7/12      7/19    7/26      8/2      8/9    ...
Under-performing   2   Satisfactory 3 Out-performing4
• We have a clear business target to 2010. Do we have the talent                       • From 2009 to 2010:  required to a...
• What should we do to reduce complexity and improve efficiency • Several lengthy regional/global  of decision making?    ...
Full Job Change
Copyright Unilever 2009
Define and Execute           Measure Perfect Store                            The ability to use fact based informationPER...
NAME:                    Country:                     Role:           Work Level:TEST          Vs Job Profile        Vs Pe...
2015H R S T R AT E G Y
Unbeatable Thailand – HR Priorities 2012          Thrusts                                                                 ...
Laundry          Explode    Explode    Unbeatable   Smart       Zero    Hair 2.0                                          ...
GPST R A N S F O R M AT I O N
90%                     73%              80%              70%  Thailand    60%   66%     52%             Thailand   Extern...
UnileverDIMENSIONS                          SEAA   Thailand   Indonesia   Philippines   MYSG   ANZ   Vietnam   OverallEmpl...
GPS 2010                          Pulse 2011       WL2+         Pulse 2009    Difference from   Difference fromDimension/I...
68%                  69   82   70       76%              6% 75   86   76      68%               9% 73   90   68           ...
Pulse GPS WL2+                   Order of                                                                                 ...
GPS WL2+                                                                                      Pulse 2011            Unilev...
Reward &               70-20-10 & ABC                Knowledge              Strong                                        ...
Focal Group 2011 (%)                     Focal Group 2010 (%)                                                    86       ...
TOP 5                                      BOTTOM 5                                              Complexity and bureaucrac...
GPS 2010                          Pulse 2011       WL2+         Pulse 2009    Difference from GPS   Difference fromDimensi...
GPS 2010                          Pulse 2011       WL2+         Pulse 2009    Difference from GPS Difference from PulseDim...
GPS 2010                          Pulse 2011       WL2+         Pulse 2009    Difference from GPS   Difference fromDimensi...
GPS 2010                          Pulse 2011       WL2+         Pulse 2009    Difference from GPS   Difference fromDimensi...
GPS 2010                          Pulse 2011       WL2+         Pulse 2009    Difference from GPS   Difference fromDimensi...
GPS 2010                          Pulse 2011       WL2+         Pulse 2009    Difference from GPS   Difference fromDimensi...
GPS 2010                       Pulse 2011       WL2+         Pulse 2009    Difference from GPS   Difference fromDimension/...
Pulse 2011                                  Pulse 2011   Dimension/Item         % Favourable       Dimension/Item         ...
GPS 2010                       Pulse 2011       WL2+         Pulse 2009    Difference from   Difference fromDimension/Item...
KEYHIGHLIGHTS
How to Manage a GreatCareer in Unilever
Knowledge CaféLeadership Series
Yes   Yes   Yes   Yes   YesNo    No    No    No    No
Yes   Yes   Yes   Yes   YesNo    No    No    No    No
Yes   Yes      InputNo    No            PW Gateway             Evaluation             Summary
Zero Fat .. 80 Years | Unilever Thailand
80 Years | Unilever Thailand
80 Years | Unilever Thailand
80 Years | Unilever Thailand
80 Years | Unilever Thailand
U N B E ATA B L E      AWA R D S
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
Unilever Thailand entry – Award for best HR strategy in line with business
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Transcript of "Unilever Thailand entry – Award for best HR strategy in line with business"

  1. 1. 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
  2. 2. 80 YEARSIN THAILAND
  3. 3. 2007 2008 2009 2010 2011 2007 Finance Shared Services K2 / BD Co-Location U2K2 Go Live Leadership Engagements / LSI and OCI LSI Continuation Servic Finance Shared NPI / Lasagna One Unilever R&D T&O Readiness NPI / Lasag GPS Engagement HR Transformation Peoplelink 3355 Go Live Talent 101 & GOLD 7 Habits Compass 2015 HR Transformation People Week Supply Chain Restructuring 50B Vision Kill Bill: Business Process Improvement 6x6x6 New York Model Implementation New CLT Business Model CBP – SC, BB & CD Beat Local CD Restructuring: Cat M / CMM & GT WL2 & WL3 Exodus Mgt Restructuring Renew MD & Cat M Organisation S2S Beat Local CD Restructuring: Cat M Salary & Promotion Freeze BB/CD WL3 Reshuffle Project Warm Up New Chairman: Bauke Rouwers New CD VP: Andrew Kennedy New CD VP: Peter Dekkers New HRD: Tongwen Zhao New Food & IC VP: Supattra P. New HRD: Nardredee A. New FinanceHRD: Tongwen Zhao New VP: Porntida New Food Solutions Dir: Prasith New Home Care Dir: Benjie Yap New Food Solutions Dir: Prasith New PM: Somchai New PM: Samak Yellow Shirt New PM: Abhisit Red Shirt New PM: Yingluck GDP: 5.3% GDP: - 4.2% GDP: 5.9% GDP: 9.1% GDP: 8.0% GDP: 5.3% GDP: 2.6% (31 December 2007) (31 December 2008) (31 December 2009) (31 (30 June 2010) December 2010) (30 June 2011) (31 December 2007) Turnover : 641.8 Turnover : 660.9 Turnover : 659.4 Turnover :820 Turnover: 545.6 Turnover :894 Turnover: 641.8 USG% : 3.7% USG% : 3.0% USG% : -0.2% USG%10% USG: : 8.3% YTD USG: 7.8% USG% : 3.7% Mgt FTE: 243 Mgt FTE: 242 Mgt FTE: 200 WL 2+ = 193 Mgt FTE: 198 Mgt FTE: 243 WL 2+ = 188 (F) WL2+ Attrition: 14.88% WL2+ Attrition: 15.77% WL2+ Attrition: 11.56% YTD WL2+Attrition = 14% WL 2+ Attrition: 14.21% WL2+ Attrition: 14.88% YTD WL 2+ Attr. = 6.2% Total Attrition: 9.52% Total Attrition: 9.16% Total Attrition: 6.37% YTDTotal Attrition = 7% Total Attrition: 6.01% Total Attrition = 5% Total Attrition: 9.52% GPS EE: 66% --- GPS EE: 52% GPS EE: 73% GPS EE: 66% ---DP Source: www.tradingeconomics.com GDP Source: www.tradingecon
  4. 4. TA L E N T & O R G A N I Z AT I O N READINESS ASSESSMENT
  5. 5. Do we have the… …talent & skills to match our growth ambition? …organisation to make us more consumer and customer centric?…culture to match our performance ambition?
  6. 6. CAPABILITIES x CULTURE Organisation Confidence (Structure & Decision Making) (Will to Win) Skills (Leadership, Talent Commitment Motivation (Supply & Demand) (‘The Extra Mile’) (Pride) General,Functional Skills)
  7. 7. Wk of 5/24 5/31 6/7 6/14 6/21 6/28 7/5 7/12 7/19 7/26 8/2 8/9 8/16 8/23JN/SS AAC AAC AAC AAC Synthe-update update update update update sised(regional AACteam) updateChair- Official Diag- Pre Oppor- Finalman kickoff nostic work- tunity updateupdate readout shop work- update shopLocal Official Board Selective interim Individual Finalboard kickoff interviews updates board pre- updateupdate/ wiresmeetingProject Official Update Pre- Diag- Update Pre- Discusslead kickoff meeting readout nostic meeting work- detailedmeeting discuss- readout shop action plan ion updateMgmt Management Selective diagnosticmeeting interviews & engagements (ad focus groups hoc)Key Training Global T&O HR CEO AACLTevents session for Workshop Directors’ forum (June 22) working (May 27/28) meeting (June team by (June 7-9) 17-18) Bain team
  8. 8. Under-performing 2 Satisfactory 3 Out-performing4
  9. 9. • 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?
  10. 10. • 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?
  11. 11. Full Job Change
  12. 12. Copyright Unilever 2009
  13. 13. 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
  14. 14. 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
  15. 15. 2015H R S T R AT E G Y
  16. 16. 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%
  17. 17. 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
  18. 18. GPST R A N S F O R M AT I O N
  19. 19. 90% 73% 80% 70% Thailand 60% 66% 52% Thailand External 50% Work Level 1, Sup, Staff Work Level 2Benchmark 40% Work Level 3, 4 & 5 30% 20% 10% 0% 2007 2009 2010
  20. 20. UnileverDIMENSIONS SEAA Thailand Indonesia Philippines MYSG ANZ Vietnam OverallEmployee Engagement 68% 68% 69% 80% 60% 57% 73% 69%Performance Culture Index 69% 72% 71% 82% 57% 58% 67% 63%Leadership of Unilever 65% 65% 60% 78% 60% 64% 67% 65%Leadership of Organisation 71% 70% 74% 84% 58% 61% 70% 71%Immediate Manager Effectiveness 68% 72% 70% 79% 70% 62% 59% 68%Communication 72% 76% 73% 85% 60% 57% 75% 67%Your Job 68% 69% 73% 71% 58% 53% 73% 65%Growth Mindset 59% 62% 60% 79% 41% 41% 62% 54%Consumer and Customer Focus 71% 69% 68% 87% 69% 68% 69% 69%Bias for Action 51% 55% 53% 70% 34% 34% 53% 45%Accountability and Responsibility 69% 72% 72% 80% 50% 56% 68% 63%Diversity 83% 78% 81% 91% 74% 87% 83% 83%Reward and Recognition 57% 62% 55% 70% 54% 54% 48% 54%People Management 75% 77% 75% 84% 68% 71% 71% 75%Development 63% 61% 63% 74% 60% 63% 59% 60%Teamwork 81% 81% 88% 85% 56% 69% 83% 75%Sustainability 78% 74% 82% 78% 65% 71% 85% 74%Action Index 83% 87% 89% 80% 81% 72% 83% 80%
  21. 21. GPS 2010 Pulse 2011 WL2+ Pulse 2009 Difference from Difference fromDimension/Item % Favourable % Favourable % Favourable GPS 2010 WL2+ Pulse 2009People Management 77% 66% 64% 11% 13%Communication 76% 68% 56% 8% 20%Reward and 62% 56% 6%RecognitionDevelopment 61% 57% 4%Performance Culture 72% 68% 4%IndexConsumer and 69% 66% 53% 3% 16%Customer FocusDiversity 78% 75% 3%Growth Mindset 62% 59% 40% 3% 22%Your Job 69% 66% 3%Accountability and 72% 71% 1%ResponsibilityBias for Action 55% 54% 1%Immediate Manager 72% 72% 58% 0% 14%EffectivenessEmployee Engagement 68% 69% 55% -1% 13%Teamwork 81% 83% -2%Leadership of Unilever 65% 68% 38% -3% 27%Leadership of 70% 74% 58% -4% 12%OrganisationAction Index 87% 66% 21%Sustainability 74%
  22. 22. 68% 69 82 70 76% 6% 75 86 76 68% 9% 73 90 68 92% 1% 94 94 8336% 28% 34 57 52
  23. 23. 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.
  24. 24. 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
  25. 25. 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 (%)
  26. 26. 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.
  27. 27. 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%
  28. 28. GPS 2010 Pulse 2011 WL2+ Pulse 2009 Difference from GPS Difference fromDimension/Item % Favourable % Favourable % Favourable 2010 WL2+ Pulse 2009People Management 78% 64% 64% 14% 14%Communication 74% 64% 55% 10% 19%Immediate Manager 75% 70% 58% 5% 17%EffectivenessReward and 60% 55% 5%RecognitionPerformance Culture 70% 66% 4%IndexConsumer and 68% 64% 55% 4% 13%Customer FocusDevelopment 59% 55% 4%Diversity 76% 73% 3%Your Job 68% 65% 3%Growth Mindset 61% 58% 42% 3% 19%Bias for Action 54% 51% 3%Teamwork 80% 80% 0%Employee Engagement 68% 68% 55% 0% 13%Accountability and 70% 71% -1%ResponsibilityLeadership of Unilever 63% 66% 40% -3% 23%Leadership of 67% 72% 56% -5% 11%OrganisationAction Index 85% 67% 18%Sustainability 73%
  29. 29. GPS 2010 Pulse 2011 WL2+ Pulse 2009 Difference from GPS Difference from PulseDimension/Item % Favourable % Favourable % Favourable 2010 WL2+ 2009Reward and Recognition 69% 61% 8%Diversity 88% 81% 7%Accountability and 78% 73% 5%ResponsibilityYour Job 72% 69% 3%Growth Mindset 66% 64% 31% 2% 35%Performance Culture 77% 76% 1%IndexDevelopment 67% 66% 1%People Management 75% 75% 66% 0% 9%Communication 83% 84% 63% -1% 20%Consumer and 73% 76% 45% -3% 28%Customer FocusLeadership of 81% 85% 63% -4% 18%OrganisationLeadership of Unilever 70% 75% 27% -5% 43%Employee Engagement 69% 74% 53% -5% 16%Bias for Action 60% 66% -6%Teamwork 85% 93% -8%Immediate Manager 60% 80% 57% -20% 3%EffectivenessAction Index 93% 61% 32%Sustainability 76%
  30. 30. GPS 2010 Pulse 2011 WL2+ Pulse 2009 Difference from GPS Difference fromDimension/Item % Favourable % Favourable % Favourable 2010 WL2+ Pulse 2009Communication 82% 67% 63% 15% 19%People Management 78% 67% 67% 11% 11%Employee Engagement 68% 57% 57% 11% 11%Consumer and 65% 54% 52% 11% 13%Customer FocusGrowth Mindset 58% 47% 43% 11% 15%Reward and 55% 46% 9%RecognitionDevelopment 66% 59% 7%Your Job 69% 63% 6%Leadership of 81% 76% 69% 5% 12%OrganisationDiversity 81% 77% 4%Bias for Action 57% 53% 4%Leadership of Unilever 61% 59% 44% 2% 17%Performance Culture 71% 70% 1%IndexTeamwork 91% 94% -3%Immediate Manager 83% 88% 71% -5% 12%EffectivenessAccountability and 71% 78% -7%ResponsibilityAction Index 89% 71% 18%Sustainability 68%
  31. 31. GPS 2010 Pulse 2011 WL2+ Pulse 2009 Difference from GPS Difference fromDimension/Item % Favourable % Favourable % Favourable 2010 WL2+ Pulse 2009People Management 82% 71% 55% 11% 27%Diversity 87% 78% 9%Communication 82% 73% 41% 9% 41%Immediate Manager 83% 79% 55% 4% 28%EffectivenessReward and 63% 63% 0%RecognitionYour Job 61% 61% 0%Employee Engagement 63% 64% 35% -1% 28%Consumer and 68% 70% 55% -2% 13%Customer FocusTeamwork 83% 87% -4%Development 51% 56% -5%Performance Culture 68% 77% -9%IndexLeadership of 65% 76% 39% -11% 26%OrganisationAccountability and 68% 81% -13%ResponsibilityLeadership of Unilever 56% 71% 39% -15% 17%Bias for Action 43% 62% -19%Growth Mindset 43% 70% 45% -27% -2%Action Index 92% 75% 17%Sustainability 75%
  32. 32. GPS 2010 Pulse 2011 WL2+ Pulse 2009 Difference from GPS Difference fromDimension/Item % Favourable % Favourable % Favourable 2010 WL2+ Pulse 2009Bias for Action 52% 54% -2%People Management 72% 79% 69% -7% 3%Your Job 68% 75% -7%Performance Culture 64% 71% -7%IndexGrowth Mindset 56% 63% 33% -7% 23%Accountability and 63% 71% -8%ResponsibilityTeamwork 73% 82% -9%Leadership of 63% 74% 53% -11% 10%OrganisationConsumer and 62% 73% 43% -11% 19%Customer FocusReward and 55% 69% -14%RecognitionDevelopment 57% 72% -15%Diversity 66% 82% -16%Communication 65% 81% 61% -16% 4%Employee Engagement 58% 79% 43% -21% 15%Immediate Manager 62% 85% 60% -23% 2%EffectivenessLeadership of Unilever 51% 76% 35% -25% 16%Action Index 85% 58% 27%Sustainability 70%
  33. 33. GPS 2010 Pulse 2011 WL2+ Pulse 2009 Difference from GPS Difference fromDimension/Item % Favourable % Favourable % Favourable 2010 WL2+ Pulse 2009People Management 81% 58% 62% 23% 19%Communication 77% 59% 53% 18% 24%Reward and Recognition 71% 54% 17%Growth Mindset 71% 56% 37% 15% 34%Development 65% 50% 15%Performance Culture 76% 62% 14%IndexDiversity 82% 69% 13%Accountability and 77% 64% 13%ResponsibilityConsumer and 74% 64% 46% 10% 28%Customer FocusYour Job 69% 60% 9%Leadership of Unilever 71% 63% 34% 8% 37%Bias for Action 56% 49% 7%Teamwork 83% 77% 6%Immediate Manager 70% 64% 54% 6% 16%EffectivenessEmployee Engagement 71% 69% 61% 2% 10%Leadership of 66% 70% 55% -4% 11%OrganisationAction Index 87% 62% 25%Sustainability 77%
  34. 34. GPS 2010 Pulse 2011 WL2+ Pulse 2009 Difference from GPS Difference fromDimension/Item % Favourable % Favourable % Favourable 2010 WL2+ Pulse 2009Reward and 81% 55% 26%RecognitionBias for Action 63% 47% 16%Consumer and 91% 76% 76% 15% 15%Customer FocusImmediate Manager 83% 70% 64% 13% 19%EffectivenessGrowth Mindset 81% 70% 48% 11% 33%Performance Culture 77% 67% 10%IndexCommunication 83% 75% 59% 8% 24%Diversity 85% 77% 8%Development 78% 70% 8%Leadership of 93% 90% 39% 3% 54%UnileverLeadership of 85% 83% 58% 2% 27%OrganisationAccountability and 75% 73% 2%ResponsibilityYour Job 81% 85% -4%Employee 72% 78% 41% -6% 31%EngagementTeamwork 74% 83% -9%People Management 73% 84% 76% -11% -3%Sustainability 94%Action Index 94% 68% 26%
  35. 35. Pulse 2011 Pulse 2011 Dimension/Item % Favourable Dimension/Item % Favourable Leadership of 96% Action Index 81% Organisation Teamwork 77% Diversity 96% Consumer and Customer 69% Communication 94% Focus Teamwork 93% Immediate Manager 65% People Management 91% Effectiveness Accountability and 65% Leadership of Unilever 89% Responsibility Sustainability 65% Bias for Action 89% Leadership of Unilever 64% Action Index 89% Performance Culture 89% Employee Engagement 63% Index Your Job 87% Diversity 62% Employee Engagement 86% Your Job 59% Performance Culture Index 58% Accountability and 83% Responsibility Leadership of Organisation 56% Sustainability 83% Development 81% Communication 56% Immediate Manager 78% People Management 55% Effectiveness Consumer and 76% Growth Mindset 51% Customer Focus Reward and Recognition 42%Reward and Recognition 75% Development 40% Growth Mindset 70% Bias for Action 38%
  36. 36. GPS 2010 Pulse 2011 WL2+ Pulse 2009 Difference from Difference fromDimension/Item % Favourable % Favourable % Favourable GPS 2010 WL2+ Pulse 2009Bias for Action 42% 27% 15%Communication 57% 47% 48% 10% 9%Consumer and 60% 51% 47% 9% 13%Customer FocusPerformance Culture 56% 47% 9%IndexPeople Management 62% 54% 54% 8% 8%Immediate Manager 58% 51% 66% 7% -8%EffectivenessLeadership of 53% 47% 51% 6% 2%OrganisationTeamwork 76% 70% 6%Employee Engagement 55% 50% 50% 5% 5%Your Job 56% 51% 5%Accountability and 57% 52% 5%ResponsibilityDevelopment 49% 45% 4%Growth Mindset 43% 42% 30% 1% 13%Diversity 64% 65% -1%Leadership of 44% 46% 31% -2% 13%UnileverReward and 37% 43% -6%RecognitionSustainability 58%Action Index 78% 51% 27%
  37. 37. KEYHIGHLIGHTS
  38. 38. How to Manage a GreatCareer in Unilever
  39. 39. Knowledge CaféLeadership Series
  40. 40. Yes Yes Yes Yes YesNo No No No No
  41. 41. Yes Yes Yes Yes YesNo No No No No
  42. 42. Yes Yes InputNo No PW Gateway Evaluation Summary
  43. 43. Zero Fat .. 80 Years | Unilever Thailand
  44. 44. 80 Years | Unilever Thailand
  45. 45. 80 Years | Unilever Thailand
  46. 46. 80 Years | Unilever Thailand
  47. 47. 80 Years | Unilever Thailand
  48. 48. U N B E ATA B L E AWA R D S
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