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Nestle on Malaysian Technical Cooperation Program 2009.

Nestle on Malaysian Technical Cooperation Program 2009.

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Hr@nestle npc Presentation Transcript

  • 1. HR @ NestlePartnering with the Business Ahmad Fauzi Yahya Ahmad Fauzi Yahya Nestle Malaysia Nestle Malaysia Growing Resourcing E ngaging Aligning Transforming
  • 2. QUESTIONSv What is your objective for today’s session?v What would you like to learn?v What you would like to achieve? Growing Resourcing E ngaging Aligning Transforming
  • 3. Nestle has a great story to tell…• Henri Nestle became interested in baby food due to the high infant mortality rate in Switzerland• He developed “Farine Lactee Nestle” in 1867 and saved an infant’s life after his neighbour was unable to breastfeed• “Farine Lactee Nestle” has helped save the lives of many children the world over Growing Resourcing E ngaging Aligning Transforming
  • 4. Worldwide, Over 6000 Brands and 10000 Products In Malaysia..Brands & Products Growing Resourcing E ngaging Aligning Transforming
  • 5. Worlds Largest…Food, Nutrition, Health & Wellness Company Global presence Global presence Sales by Regions Sales by Regions 37.5% -- Europe, 37.5% Europe, 43.7% -- Americas 43.7% Americas 18.8% -- Asia, Oceania, and Africa 18.8% Asia, Oceania, and Africa 2008 Financial Performance 2008 Financial Performance (Key Figures) (Key Figures) Sales --CHF109.9 bio CHF109.9 bio employees Sales Organic Growth Organic Growth -- 8.3% 8.3% operating companies EBIT EBIT -- 14.3% 14.3% factories research, technology & development Centres countries Growing Resourcing E ngaging Aligning Transforming
  • 6. Nestlé Malaysia since 1912 •• No.1 FMCG Company No.1 FMCG Company •• 11% of the total Malaysian 11% of the total Malaysian processed food basket processed food basket •• A top 20 KLSE company A top 20 KLSE company employees halal productsbillion turnoverFactoriesSales Offices Growing Resourcing E ngaging Aligning Transforming
  • 7. Our Vision… “To be a respected, trustworthyfood, nutrition, health, & wellness company” Growing Resourcing E ngaging Aligning Transforming
  • 8. Our Mission…“To Nourish Malaysia/Singapore” Growing Resourcing E ngaging Aligning Transforming
  • 9. The Transformational Challenge…..Nestle’s Blueprint for the FutureWith vision, we anticipate the future,through our actions, we will shape it.. - Peter Brabeck-Letmathe Chairman & CEO, Nestle Growing Resourcing E ngaging Aligning Transforming
  • 10. Why HR Exists?I just want a pair of hands…unfortunately a person comes with it.. - Henry Ford Growing Resourcing E ngaging Aligning Transforming
  • 11. HR Strategic Direction Nurturing Talents, Unleashing Potentials VISION “ The best Brand for your career “ •Rewarding CareerEMPLOYEE VALUE •Enriching DevelopmentPROPOSITION • Balanced Quality of Work Life Growing Resourcing E ngaging Aligning Transforming
  • 12. Moving Forward…. Aligning People Strategy Towards 2020HR as Key Enabler HR as Key Enabler Balanced of Quality Work Life Balanced of Quality Work LifeSuccession Management Succession Management Wellness WellnessDevelopment & Talent Retention Development & Talent Retention Employer Nestle On The Move ~ Change Mgt Nestle On The Move ~ Change Mgt Branding Nestle As RE RE Employer Of Choice ING TR TR AIIN AN AIN IING NG TR Employee Value Proposition •Rewarding Career •Enriching Development •Balanced Enabling Quality Work Life The Way HR Programs We Work & Practices T.R.I.P G.R.E.A.T. Strategic Initiatives Develop People Performance Management CONTINUOUS LEARNING Growing Resourcing E ngaging Aligning Transforming
  • 13. Engagement Model Towers Perrin-ISR Feel: Sense ofThink: Belief in & belonging, pride,support for the attachment to thegoals/values of the organisationorganisation COGNITIVE AFFECTIVE Think Feel BEHAVIOURAL Act: Willingness to go the extra mile; Act Intention to stay with the organisation These three perspectives impact client satisfaction and business performance. Growing Resourcing E ngaging Aligning Transforming
  • 14. High Performance FrameworkOrganisations achieve superior business performance when their strategy, culture and people are effectively aligned Leadership Business Organisational People Business Strategy Culture ‘Engagement’ Results For an organisation to maximise business results there must be: 1. A culture that is aligned to, or supports execution of, the strategy 2. Effective leadership capability across organisation levels 3. Engaged employees whose contribution is maximised This framework underpins Nestlé’s Employee Survey Source: Towers Perrin-ISRs Growing Resourcing E ngaging Aligning Transforming
  • 15. Nestle’s Character Foundation CORPORATE BUSINESS PRINCIPLES MANAGEMENT NESTLE & CODE OF BUSINESS LEADERSHIP CHARACTER CONDUCT PRINCIPLES Inspiring People • Lead people • Develop people • Practise what you preach Adding Value • Results Dealing Opening Up • Know yourself focus • Initiative • Innovation & with others CORPORATE VALUES • Insight Renovation • Proactive • Service Orientation • Curiosity • Courage co-operation • Impact/Convincing others T.R.I.PNestle Leadership Framework Growing Resourcing E ngaging Aligning Transforming
  • 16. Customers NeedOrganizational perspective“Strengthening of Leadership and Performance Culture”• Continuous & Strong Leadership Pipeline• Stronger Engagement level• Inculcate Value-Driven performance• Promote Quality Work life / Wellness• Strengthen Nestle On The Move (Business Agility) Growing Resourcing E ngaging Aligning Transforming
  • 17. Customers NeedBusiness perspective1. High Calibre Talent2. Excellent Employees Development program3. Establish Clear Career Development Program4. Convert Line Managers to People Developer5. Improve working environment6. Strengthen Rewards & Recognition Program7. Aligning Performance Management Growing Resourcing E ngaging Aligning Transforming
  • 18. Our Role… q Acquiring Talents q Developing Talents q Retaining Talents q Change Champion Growing Resourcing E ngaging Aligning Transforming
  • 19. HR Support StructureCustomers BUSINESS UNITS PRODUCTION / SALES MARKETING SERVICES Finance & Control / Supply Chain HR Manager HR Manager HR Manager HR Manager HR Manager Operations G Mgt/LGO Marketing Sales/ER Business GMB Business Support SupportCompetence Recruitment & Human Capital &Center Remuneration Talent Organization Management DevelopmentShared Payroll ManagementServices HR Services & GLOBE Growing Resourcing E ngaging Aligning Transforming
  • 20. Learning & Development Compass Growing Resourcing E ngaging Aligning Transforming
  • 21. Functional & Leadership Training Growing Resourcing E ngaging Aligning Transforming
  • 22. In house Training Growing Resourcing E ngaging Aligning Transforming
  • 23. Learning & Development Programs 2008 Contents External •Learning & Development Compass •Learning & Development Cycle •E-Learning •Training Caclendar 2008 •How to apply •Role of Line Managers •Course Descriptions Growing Resourcing E ngaging Aligning Transforming
  • 24. L&D initiatives in Production Growing Resourcing E ngaging Aligning Transforming
  • 25. Professional Certificate in Sales 4 Modules from OUM Methodology External • Organizational Behavior • Classroom based • Introduction To Marketing lecture • Role Play • Introduction To Economics • Presentation • Assignment • Business Communication (Presentation & computer skill) Assessment External 2 Modules from Nestle6 MONTHS • 50% Exam72 contact hrs • Commercials at Nestle • 50% Assignment • Profitability at Nestle Growing Resourcing E ngaging Aligning Transforming
  • 26. Executive Diploma in Manufacturing Management (EDMM)Collaboration with Open University Malaysia (OUM) – raise the competency level of our Production Executives-elevating to First Line Manager Assessment External Program External FLM ExternalAbility testmeasure current ability and future •FOODpotential for different types of work TECHNOLOGYskills •PRODUCTION Internal 14•Critical Reasoning based on External 42English MANAGEMENT•Interpreting Data •GENERAL Total = 56 MANAGEMENTCompetency based Interviewstructured series of questions aimedat eliciting behavioral informationagainst specific job-relatedcompetencies Growing Resourcing E ngaging Aligning Transforming
  • 27. E-Learning Facilities Growing Resourcing E ngaging Aligning Transforming
  • 28. Task ResultsOrientation Orientation Growing Resourcing E ngaging Aligning Transforming
  • 29. Below the SurfaceBehaviors become more important as Job Complexity increases High Blue PrintNaturalthe Future Traits « for » Tendencies and For Example: Results Focus Relative Importance Curiosity Proactive Cooperation Courage Task-Related Knowledge and Skills For Example: Knowledge of Electronics, Companies Products, Labor Relations, Law, Skill in active listening, Negotiating Low High Job Complexity Growing Resourcing E ngaging Aligning Transforming
  • 30. Growing Resourcing E ngaging Aligning Transforming
  • 31. Nestle’s Core CompetenciesNESTLE Inspiring PeopleLEADERSHIP • Lead peopleFRAMEWORK • Develop people • Practise what you preach Adding Value • Results focus Dealing Opening Up • Initiative with others • Know yourself • Innovation & • Insight Renovation • Proactive • Service Orientation cooperation • Curiosity • Impact / Convince others • Courage Growing Resourcing E ngaging Aligning Transforming
  • 32. Growing Resourcing E ngaging Aligning Transforming
  • 33. C.A.R.E for Performance On-going communication; •A shared understanding of what & how •Conducive climate Growing Resourcing E ngaging Aligning Transforming
  • 34. Total Rewards Approach Growing Resourcing E ngaging Aligning Transforming
  • 35. Total Rewards ApproachCompensation PhilosophyTo establish the company’s salary and remuneration practices based on competitive positioning i.e. 50th% to top 25% orthe 3rd Quartile (Q3) of Community salary practices with the comparable companies in order to attract, retain and motivatetalents. Gross Salary Total Cash Total Compensation Total Reward Basic Salary Basic Salary Basic Salary Basic Salary Basic Salary Basic Salary Basic Salary Basic Salary Contractual Contractual Contractual Contractual Contractual Contractual Contractual Contractual bonus bonus bonus bonus bonus bonus bonus bonus Fixed Allowances Fixed Allowances Fixed Allowances Fixed Allowances Fixed Allowances Fixed Allowances Target Variable Bonus Target Variable Bonus Target Variable Bonus Target Variable Bonus Target Variable Bonus Target Variable Bonus Benefits Benefits Benefits BenefitsCOMPONENTS OF TOTALREWARDS Career & Work Career & Work Environment Environment Growing Resourcing E ngaging Aligning Transforming Corporate Communications
  • 36. Growing Resourcing E ngaging Aligning Transforming
  • 37. Competitive Positioning Growing Resourcing E ngaging Aligning Transforming Corporate Communications
  • 38. Variable Pay Growing Resourcing E ngaging Aligning Transforming
  • 39. Enriching Development Focus Engaging a Winning Team For a heart of Excellence Growing Resourcing E ngaging Aligning Transforming
  • 40. Developing Talent Growing Resourcing E ngaging Aligning Transforming
  • 41. Talent Management Process On going Meeting 111. Validation of “Talent Pool” Meeting Collaboration2. Validate Career Management with the line Plan for the year3. Tracking Development Plans4. Update on Organizational/structural changes 1. Successors5. New Initiatives on Talent 2. Retirees Placement Development 3. Expatriates Placement ONGOING- 4. Hi Potentials Actioning 5. New Talents/MT Status Development Plan On going Meeting 22 Meeting Collaboration with the line 1. Approval for Development Budget On going 2. Hi Pots Annual Development Collaboration Meeting 33 Meeting Program with the line 3. Competencies Gaps Identification Growing Resourcing E ngaging Aligning Transforming
  • 42. Talent Meeting Structure & Guidelines FEEDBACK PROCESS Step 1 Step 2 Step 3 Step 5 Dept Reviews Division TMM Market Talent Forum Centre Review Calibration & by ManCom Validation Head CDS All Department CDS/A&C Direct Reports Respective Step 4 Departments Review of MH Global Talent Direct Reports Review by Mkt Head byBottom Zone / SBU / Up FiCo Employee Corporate Function PDGs Management Growing Resourcing E ngaging Aligning Transforming
  • 43. Integrated Talent & Career Management Process Business Units Supply Chain PRODUCTION Finance & Control Sales SG Growing Resourcing E ngaging Aligning Transforming
  • 44. Communication through Intranet Growing Resourcing E ngaging Aligning Transforming
  • 45. Employment At NestléNestlé fully supports and publicly advocates the United NationsGlobal Compact’s guiding principles :-1. Supports and respects the protection of international human rights within its sphere of influence2. Ensures that its own companies are not complicit in human rights’ abuses3. Freedom of association and the effective recognition of the right to collective bargaining4. The elimination of all forms of forced and compulsory labour5. The effective abolition of child labour6. The elimination of discrimination in respect of employment occupation Growing Resourcing E ngaging Aligning Transforming
  • 46. Malaysian Labour Legislations• Employment Act 1955• Industrial Relations Act 1967• Trade Unions Act• Employment Provident Fund Act• Employees’ Social Security Act• Children and Young Persons (Employment) Act 1966• Employment Information Act• Employment (restriction) Act• Private Employment Agencies Act• Workmen’s Compensation Act• Wages Councils Act Growing Resourcing E ngaging Aligning Transforming
  • 47. Industrial RelationsNESTLE Malaysia & Singapore have a total of three National Unions representing the non-management staff : Nestle Products Sdn. Bhd. Nestle Foods (M) Sdn. Bhd. Ø National Union of Commercial Ø Food Industry Employees Union Workers (NUCW) (FIEU) ØCollective Agreement 2001 - 2003 ØCollective Agreement 2002 - 2004 Ø Union membership Ø Union membership Ø97% of non-management Ø99% of non-management staff – union members Staff – union members Nestle Singapore (Pte) Ltd Ø National Trade Union Congress No. of Trade Ø Collective Agreement 2001 – 2003 Worksite Union Unions in Committee at Malaysia = 595 Ø Union membership - 33% in (Southpoint) various locations - 67% in (Jurong) Management + Union Collaboration = Productive Workforce Growing Resourcing E ngaging Aligning Transforming
  • 48. HR Vision, Road Map, Key Challenges & EVP HR Road Map HR Road Map VISION Nurturing People; Unleashing Talent Nestlé Nestl é A Great Place To Work EMPLOYEE VALUE PROPOSITION [EVP] Rewarding Career Key Challenges Key Challenges Enriching Development Balanced Speed & Quality Resourcing and Speed & Quality Resourcing and Quality Work Acquisition of Talent Acquisition of Talent Life Development of Talents for Successor Development of Talents for Successor Readiness Readiness Career Progression ~~Flat structure & Career Progression Flat structure &q Business Alignment specialist role specialist roleq High Calibre of Talent Performance Management ~~ Performance Managementq Employee Engagement Addressing performance vs. people Addressing performance vs. peopleq Organizational & Personal development Effectiveness development Balancing the Quality Work life ~~ Balancing the Quality Work lifeq Value & Performance Driven Culture Wellness@work Wellness@workq Employee Wellness Growing Resourcing E ngaging Aligning Transforming
  • 49. Terima Kasih Growing Resourcing E ngaging Aligning Transforming