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HRM Report of Unilever,Pakistan.

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It will provide you complete analysis of the HRM system in Unilever Pakistan.

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HRM Report of Unilever,Pakistan.

  1. 1. 6/16/2014 HUMAN RESOURCEMANAGEMENT
  2. 2. 2 Presenters Hafiz M. Zubair (54) Hafiz Dabeer (05) Hassan Habib (15) Hira Baig (30) Sara Hameed (34) Maham Aslam (43) Submitted to: PROF.WAJEEHA KAZIM
  3. 3. 3 Table of Contents Introduction To Unilever............................................................................................................6 Logo............................................................................................................................................7 Operations..................................................................................................................................7 Competitors: ..............................................................................................................................7 Products .....................................................................................................................................8 ....................................................................................................................................................8 Billion-euro brands.....................................................................................................................9 Food and beverages...................................................................................................................9 Ice-creams:...............................................................................................................................11 History......................................................................................................................................13 Unilever Pakistan Limited needs no introduction ...................................................................14 Now a force to be reckoned with ............................................................................................14 Timeline....................................................................................................................................15 Mission.....................................................................................................................................18 Vision........................................................................................................................................20 Company Information..............................................................................................................22 ..................................................................................................................................................24 Financial Statements 2013.......................................................................................................24 Strong Brands and Balanced Portfolio.....................................................................................31 Human Resource Management ...............................................................................................34 The Major H.R Activities Are....................................................................................................36 Human Resource Planning:......................................................................................................37 Management:.......................................................................................................................37 Personnel: ............................................................................................................................37 Recruitment & Selection:.........................................................................................................38 Recruitment .........................................................................................................................38 Final selection ......................................................................................................................38 Traning and Development ...................................................................................................40 Orientation: ……………………………………………………………………………………………………………………….41 Job analysis: ……………………………………………………………………………………………………………………….42
  4. 4. 4 Job description: ……………………………………………………………………………………………………………..42 Job specification: …………………………………………………………………………………………………………42 Performa filled by Unilever HR manager: ……………………………………………………………………..43 Performance appraisal: …………………………………………………………………………………………………….45 Rating scale:..........................................................................................................................45 Essay method:......................................................................................................................45 M.B.O (Management by objective): ....................................................................................46 Swot Analysis: ……………………………………………………………………………………………………………………48 Introduction .............................................................................................................................48 Strengths: ………………………………………………………………………………………………………………………48 Weaknesses: …………………………………………………………………………………………………………………49 Opportunities: ………………………………………………………………………………………………………………49 Threats: ………………………………………………………………………………………………………………………..50 Compensation & Benefits: …………………………………………………………………………………………………51 Occupational health & safety: ……………………………………………………………………………………………51 Human Resources Strategies:..................................................................................................53 Role of Human Resources in Operations:................................................................................53 Recommendations: ………………………………………………………………………………………………………….53 Conclusion................................................................................................................................54
  5. 5. 5 Acknowledgments: AllthepraiseisforAllah,themostmercifulandbeneficent, who blessed us with the knowledge, gave us thecourageandallowedusto accomplishthistask We are especially indebted to Mam Wajeeha Kazim for instilling in us enough knowledge and making us know the actual human resource management by assigning this presentation. After frequent searches on internet, visiting sales office, collecting information from unilever stalls at different malls and lots of phone calls and blog discussions with Mian Atif Iqbal- the official of HR department in Lahore. We finagled to know about the human resource department of unilever.
  6. 6. 6 Introduction To Unilever
  7. 7. 7 Logo The current Unilever corporate logo was introduced in 2004 and was designed by the brand consultancy Wolff Olins. It is composed of 24 icons woven together to create a U shape, with each icon representing one of the company's sub-brands or its corporate values. The brand identity was developed around the idea of "adding vitality to life. Operations Unilever is multinational with operating companies and factories on every continent except Antarctica and research laboratories in: Colworth and Port Sunlight, England; Vlaardingen, the Netherlands; Connecticut and New Jersey, United States; Bangalore, India; and Shanghai, China. It has subsidiaries in almost 100 countries. Notable Unilever subsidiaries include Hindustan Unilever, in which Unilever holds a 67% controlling share. Unilever is organised into four main divisions: Personal Care (production and sale of skin care and hair care products, deodorants and oral care products); Foods (production and sale of soups, bouillons, sauces, snacks, mayonnaise, salad dressings, margarines and spreads); Refreshment (production and sale of ice cream, tea-based beverages, weight-management products and nutritionally enhanced staples sold in developing markets); and Home Care (production and sale of home care products including powders, liquids and capsules, soap bars and other cleaning products). In the financial year ended 31 December 2013, Unilever had a total turnover of €49.797 billion of which 36% was from Personal Care, 27% from Foods, 19% from Refreshment and 18% from Home Care. Unilever invested a total of €1.04 billion in research and development in 2013. Unilever is one of the largest media buyers in the world, and invested around €6 billion (US$8 billion) in advertising and promotion in 2010. Competitors: Unilever's largest international competitors are Nestlé and Procter & Gamble. It also faces competition in local markets or specific product ranges from numerous companies, including Beiersdorf, ConAgra, Danone, Henkel, Mars, Pepsico, Reckitt Benckiser and S. C. Johnson & Son
  8. 8. 8 Products
  9. 9. 9 Billion-euro brands Brands with annual sales of one billion euros or more:  Axe / Lynx  Blue Band  Dove  Flora/Becel  Heart brand  Hellmann's and Best Foods  Knorr  Lipton  Lux (soap)  Omo  Rexona  Surf  Sunsilk Food and beverages  Ades or Adez — soya-based drinks  Alsa — desserts and syrups  Amino — dehydrated soup (Poland)  Amora — French mayonnaise and dressings  Annapurna — salt and wheat flour (India)  Becel — also known as Flora/Promise; health-aware: margarine, spreads, cooking oil, milk, ferm  Ben & Jerry's — ice cream  Best Foods — mayonnaise, sandwich spreads, peanut butter and salad dressings  BiFi — sausage-based snacks (The Netherlands — Germany — Belgium)  Blue Band — family-aware: margarine, bread, cream alternatives  Bovril — beef extract  Breyers — ice cream  Brooke Bond — tea  Bru — instant coffee (India)  Brummel & Brown — margarine  Bushells — tea (Australia, New Zealand)  Calvé — sauces, ketchup, mustard, mayonnaise, peanut butter  Chicken Tonight — Wet sauces range (excl UK & IE)  Choysa — tea, marketed mainly in Australia and New Zealand  Colman's — mustard,condiments, packet sauces & OK Fruity Sauce  Conimex — Asian spices (Netherlands)
  10. 10. 10  Continental — side dishes  Country Crock — margarine  Darko (Дарко) — ice cream (Bulgaria)  Delma — margarine (Poland)  Du Darfst — (Germany)  Elmlea — Pourable artificial cream available in different varieties (UK)  Fanacoa — Mayonnaise, mustard, ketchup (Argentina and for export to Latin America)  Flora — margarine, light butter, jams  Fruco — ketchup, mayonnaise and condiments  Fudgsicle  Heartbrand — ice cream (umbrella logo)  Hellmann's — mayonnaise  I Can't Believe It's Not Butter — margarine spread  Imperial Margarine — margarine  Jif Lemon & Lime Juice  Kasia — margarine (Poland)  Kecap Bango — soya sauce in Indonesia  Kissan — Ketchups Squashes and Jams (India and Pakistan)  Klondike — Ice cream sandwiches  Knorr (Knorr-Suiza in Argentina) — sauces, stock cubes, ready-meals, meal kits, ready-soups, fr  Lady's Choice — mayonnaise, peanut butter and sandwich spreads (Philippines, Malaysia)  Lan-Choo — tea (Australia/New Zealand)  Lao Cai Seasoning  Lipton — tea  Lipton Ice Tea — ready-to-drink tea (partnership with PepsiCo)  Lizano Sauce (Salsa Lizano) — Costa Rican condiment  Lyons — tea (Ireland)  Maille — French mustard  Maizena — corn starch  Marmite — yeast extract spread (except in Australia and New Zealand, called Our Mate)  McCollins — tea (Peru)  Mrs. Filbert's — margarine (United States)  Paddle pop — Ice cream (Australia, Indonesia, Malaysia [incorporated with Wall's])  Peperami — Sausage snacks  Pfanni — Bavarian potato mixes  PG Tips — tea (UK)  Phase — cooking oil  Planta — margarine  Popsicle — Frozen treats  Pot Noodle — cup noodles  Promise — Becel/Flora  Ragú — pasta sauces (Exl. UK & IE)
  11. 11. 11  Rama — margarine  Red Rose Tea — tea (Canada)  Royco — stock cubes, non-MSG stock (only in Indonesia)  Saga — tea (Poland)  Sana — Margarine (Turkey)  Sariwangi — tea (Indonesia)  Scottish Blend — tea  Slim•Fast — diet products  Slotts — mustard (Sweden)  Stork margarine  Streets (ice cream) (Australia/New Zealand)  Sunce (Sun) — Mayonnaise (Serbia, Macedonia, Bosnia and Herzegovina, Montenegro) brand now discontinued, Sunce factory now produces Uniliver brand Knor Mayonnaise  T2, a premium Australian tea business.  Tortex — ketchup (Poland)  Tulipan - margarine (Spain)  Turun sinappi — mustard (Finland/Sweden)  Unilever Food Solutions — professional markets (food service)  Unox — soups, smoked sausages  Vaqueiro — cooking margarine, cooking oil  Wall's ice cream  Wheel (detergent) Ice-creams: Unilever is the world's biggest ice cream manufacturer, with an annual turnover of €5 billion.[3] With the exception of its U.S. brands Popsicle, Klondike, Slim Fast ice cream, Breyers, Starbucks and Ben & Jerry's, the bulk of the company's ice cream business falls under its "Heartbrand" brand umbrella, so called because of the brand's heart-shaped logo. Unilever currently operates eleven ice cream factories in Europe; the biggest include factories at Hellendoorn in The Netherlands, Heppenheim in Germany, Caivano in Italy, St. Dizier in France,Gloucester in the United Kingdom and Santa Iria de Azóia in Portugal. The Heartbrand was launched in 1998 (and slightly modified in 2003) as an effort to increase international brand awareness and promote cross-border synergies in manufacturing and marketing ("centralisation"). It is present in more than 40 countries.[3] Although the logo is common worldwide, each country retained the local
  12. 12. 12 brand name so as to keep the familiarity built over the years, one notable exception being Hungary where the previous Eskimo brand was replaced with Algida in 2003. In 2005, Glidat Strauss received special permission from Unilever to export their brand of ice cream to the United States because of the strict kosher certification the products in Israel have. Under terms of the agreement, Strauss ice cream and krembo may be sold only in kosher supermarkets and import shops. It is distributed in North America by Dairy Delight, a subsidiary of Norman's Dairy. Prior to the heart logo, each country could choose its own logo, although the most common one consisted of a blue circle with the local brand's name over a background of red and white stripes; second most common old logo, used by Wall's in the UK and other countries, was a yellow logo with Wall's in blue text. Unilever generally manufactures the same ice-cream with the same names, with rare occasions of regional availability, under different brands. Some of these ice-creams include Carte D'Or, Cornetto, Magnum, Solero, Twister and Viennetta.
  13. 13. 13 History
  14. 14. 14 In the world of consumer products Unilever Pakistan has created an indelible name for itself with brands such as Lifebuoy, Lux, Surf and Walls. Unilever Pakistan Limited needs no introduction By far the largest consumer products company in Pakistan, UPL is a part of the consumer products giant Unilever. UPL was established some fifty years ago in the then newly created Pakistan. The town of Rahim Yar Khan was the site chosen for setting up a vegetable oil factory in 1958 and that is where the first UPL manufacturing facility developed. Now a force to be reckoned with Today, Unilever Pakistan is a force to reckon with. Its contribution to Pakistan's economic development cannot be overestimated. Now operating four factories at different locations around the country, the company contributes a significant proportion of the country's taxes. It employs a large number of local managers and workers. It provides a pool of well-trainedand highly motivated manpower to other segments and has introduced new and innovative technologies into the country. The UPL Head Office was shifted to Karachi from the Rahim Yar Khan site in the mid 60's. By this time the once dusty and sleepy village was the hub of activities for UPL. A residential estate situated near the factory is the home of UPL employees at Rahim Yar Khan. . Through this timeline you'll see how our brand portfolio has evolved. At the beginning of the 21st century, our Path to Growth strategy focused us on global high-potential brands and our Vitality mission has taken us into a new phase of development. More than ever, our brands are helping people 'feel good, look good and get more out of life' – a sentiment close to Lord Leverhulme's heart over a hundred years ago. Building on this heritage, our priorities now are inspiring people to take small everyday actions that can add up to a big difference for the world – from laundry brands that help minimize wasted water and packaging to nutritious, easily prepared and affordable meals and snacks.
  15. 15. 15 Timeline
  16. 16. 16 Timeline 1885 – 1899 Although Unilever wasn't formed until 1930, the companies that joined forces to create the business we know today were already well established before the start of the 20th century. 1900 – 1909 Unilever's founding companies produced products made of oils and fats, principally soap and margarine. At the beginning of the 20th century their expansion nearly outstrips the supply of raw materials. 1910 – 1919 Tough economic conditions and the First World War make trading difficult for everyone, so many businesses form trade associations to protect their shared interests. 1920 – 1929 With businesses expanding fast, companies set up negotiations intending to stop others producing the same types of products. But instead they agree to merge - and so Unilever is created. 1930 – 1939 Unilever's first decade is no easy ride: it starts with the Great Depression and ends with the Second World War. But while the business rationalizes operations, it also continues to diversify. 1940 – 1949 Unilever's operations around the world begin to fragment, but the business continues to expand further into the foods market and increase investment in research and development. 1950 – 1959 Business booms as new technology and the European Economic Community lead to rising standards of living in the West, while new markets open up in emerging economies around the globe. 1960 – As the world economy expands, so does Unilever and it sets
  17. 17. 17 1969 about developing new products, entering new markets and running a highly ambitious acquisition programme. 1970 – 1979 Hard economic conditions and high inflation make the 70s a tough time for everyone, but things are particularly difficult in the fast-moving consumer goods (FMCG) sector as the big retailers start to flex their muscles. 1980 – 1989 Unilever is now one of the world's biggest companies, but takes the decision to focus its portfolio, and rationalize its businesses to focus on core products and brands. 1990 – 1999 The business expands into Central and Eastern Europe and further sharpens its focus on fewer product categories, leading to the sale or withdrawal of two-thirds of its brands. 2000 - PRESENT The 2000s start with the launch of Path to Growth, a five- year strategic plan, sharpened in 2004 with Unilever's Vitality mission focusing on the needs of 21st century consumers. In 2009, Unilever announces a new corporate vision - working to create a better future every day - and enters the 2010s with a new strategy: The Compass. To support this strategy, the Unilever Sustainable Living Plan launches in 2010.
  18. 18. 18 Mission
  19. 19. 19 E ARE A SUCCESSFUL, GROWING, SUSTAINABLE BUSINESS. We will lead for responsible growth, Inspiring people to take small everyday actions that will add up to a big difference. We will develop new ways of doing business that will allow us to double the size of our company, While reducing our environmental footprint and increasing our positive social impact. W
  20. 20. 20 Vision
  21. 21. 21 A clear direction “Touching Hearts, Changing Lives.” e help people around the world meet everyday needs for nutrition, hygiene and wellbeing, with brands that help people look good, feel good and get more out of life. We work to create a better future every day, With brands and services that help people feel good, look good, and get more out of life. “Our deep roots in local cultures and markets around the world give us our strong relationships with consumers and Is the foundation for future growth? We will bring our wealth of knowledge and international expertise to the service of Local consumers - a truly multi-local multinational” W
  22. 22. 22 Company Information
  23. 23. 23 Board of Directors  Mr. Ehsan A. Malik o Chairman  Ms. Fariyha Subhani o Chief Executive Officer  Mr. Ali Tariq o Executive Director / Chief Financial Officer  Mian Zulfikar H. Mannoo o Non-Executive Director  Mian M. Adil Mannoo o Non-Executive Director  Mr. Kamal Monnoo o Non-Executive Director  Mr. Badaruddin F. Vellani o Non-Executive Director  Mr. Noman A. Lutfi o Executive Director  Mr. Amar Naseer o Executive Director Human Resource & Remuneration Committee  Mian Zulfikar H. Mannoo o Chairman  Mr. Ehsan A. Malik o Member  Mr. Kamal Monnoo o Member  Mr. Amar Naseer Company Secretary
  24. 24. 24 Financial Statement s 2013
  25. 25. 25 e have audited the annexed balance sheet of Unilever Pakistan Foods Limited as at December 31, 2013 and the related profit and loss account, cash flow statement and statement of changes in equity together with the notes forming part thereof, for the year then ended and we state that we have obtained all the information and explanations which, to the best of our knowledge and belief, were necessary for the purposes of our audit.It is the responsibility of the Company’s management to establish and maintain a system of internal control, and prepare and present the above said statements in conformity with the approved accounting standards and the requirements of the Companies Ordinance, 1984. Our responsibility is to express an opinion on these statements based on our audit. We conducted our audit in accordance with the auditing standards as applicable in Pakistan. These standards require that we plan and perform the audit to obtain reasonable assurance about whether the above said statements are free of any material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the above said statements. An audit also includes assessing the accounting policies and significant estimates made by management, as well as, evaluating the overall presentation of the above said statements. We believe that our audit provides a reasonable basis for our opinion and, after due verification, we report that: (a) In our opinion, proper books of accounts have been kept by the Company as required by the Companies Ordinance, 1984; (b) In our opinion: (i) the balance sheet and profit and loss account together with the notes thereon have been drawn up in conformity with the Companies Ordinance, 1984, and are in agreement with the books of accounts and are further in accordance with accounting policies consistently applied except for the change as stated in note 4 with which we concur; (ii) The expenditure incurred during the year was for the purpose of the Company's business; and (iii) The business conducted, investments made and the expenditure incurred during the year were in accordance with the objects of the Company; (c) in our opinion and to the best of our information and according to the explanations given to us, the balance sheet, profit and loss account, cash flow statement and statement of changes in equity together with the notes forming part thereof conform with approved accounting standards as applicable in Pakistan, and, give the information required by the Companies Ordinance, 1984, in the manner so required and respectively give a true and fair view of the state of the Company's affairs as at December 31, 2013 and of the profit, its cash flows and changes in equity for the year then ended; and W
  26. 26. 26 (d) In our opinion, Zakat deductible at source under the Zakat and Usher Ordinance, 1980 (XVIII of 1980), was deducted by the Company and deposited in the Central Zakat Fund established under section 7 of that Ordinance. A. F. Ferguson & Co. Chartered Accountants Karachi Dated: March 17, 2014 Name of Engagement Partner: Farrukh Rehman
  27. 27. 27
  28. 28. 28
  29. 29. 29
  30. 30. 30 In 2009, we launched what we call The Compass – Unilever’s strategy for sustainable growth. At the heart of that vision is our philosophy of working to create a better future every day for our consumers and the communities in which we operate. Another key element of our strategy is our aim of doubling the size of Unilever while reducing our impact on the environment. It’s a goal we’re seeking to achieve by developing new ways of doing business through which we can minimise our direct impact. We’re also working with our suppliers, consumers and the retailers who sell our brands to improve their sustainability credentials too. By combining our multinational expertise with our deep roots in diverse local cultures, we’re continuing to provide a range of products to suit a wealth of consumers. We’re also strengthening our strong relationships in the emerging markets we believe will be significant for our future growth. And by leveraging our global reach and inspiring people to take small, everyday actions, we believe we can help make a big difference to the world. "Achieving significant growth objectives while decoupling growth from environmental impact is a bold but challenging vision,” says Unilever CEO Paul Polman. Not many companies have yet taken it on. But I believe it’s the only viable vision. One that builds on Unilever’s long-term heritage and achievement, while supporting a responsible future.
  31. 31. 31 Strong Brands and Balanced Portfolio
  32. 32. 32 Personal Care: 30% of sales Foods : 33% of sales Refreshment: 19% of sales Home Care: 18% of sales
  33. 33. 33 nilever makes and sells products under more than 400 brand names worldwide. Two billion people use them on any given day. Here is a selection of our top brands, available in many countries, along with the stories behind them. SURF EXCEL+ WALL’S SHARE HAPPY+ CORNETT U
  34. 34. 34 Human Resource Management
  35. 35. 35 Human Resource Management  Unilever has the impact it does because of its people. HR is considered a core rather than a support function, playing an important role in shaping business strategy. Within HR you will help to create an environment where all of the people  In our huge and varied culture can bring their range of skills and goals to best use: for us and for them.  On the entry level the HR Department is mostly taking MBA graduates. According to Unilever their belief is that "Their people are their greatest asset”. The HR team takes great pride in acknowledging the contribution of each employee. Unilever focuses a lot on HR Development and for that the HR team ensures:  Staff of Unilever consists of world class Professionals and ensures that the right systems are in place to encourage people to develop to their full potential  Collaborative and mutually supportive work environment is created that encourages people to grow.  Team of professionals is built which delivers expertise by participating in business decisions.  Performance Management and Reward Systems are developed which underlies the Business strategy of Unilever.  A clearly defined Recruitment & Selection policy is defined.  The need for Training & Development of employees is assessed.  Compensation & Benefit plan is developed which ensures that employees are motivated .Unilever is basically equal employment opportunity organization. Almost 70%of its employees are male and 30% are female.  The job description of each and every employee is predefined. Performance appraisal is done on annual basis. Average age of Unilever employee is 32 years. This shows that they prefer young and energetic people for their middle and lower level management. High profile well experienced persons are considered for top-level management. Average Salary is 12000 for an employee.
  36. 36. 36 The Major H.R Activities Are
  37. 37. 37 The Major H.R Activities Are  Human Resource Planning  Recruitment & Selection  Orientation  Job Analysis  Training & Development  Performance appraisal  Compensation & Benefits Human Resource Planning: At Unilever the HR team plans everything so that the outcomes and results can be perceived before the plan is actually implemented. This makes the planning more accurate and efficient; it also saves time and money. We need HR people who Are insightful and inspired to develop colleagues and the capabilities required for our winning business. Wherever you’re based in the business, you will gain experience of driving culture change, managing employee relations, developing talented individuals and leaders, turning around the performance of teams and much more. It’s all about shaping our organization from within. Management: In Unilever the hierarchy is very lean, in general the whole setup is centralized, all the matters are to be reported to the head office and all the policies and targets are approved at the higher level. But at the branch level the structure is decentralized. Personnel: All of the employees serving at Unilever are very devoted as they are given wonderful learning environment to work, pay offered to them is also very attractive and ample chance of progress motivates them to work more. The job analysis is done on targets assigned and daily routines. The employees are indeed very satisfied and motivated.
  38. 38. 38 Recruitment & Selection: Recruitment is the process of gathering a pool of candidates for an organizational vacancy. Selection is the process of short listing only the qualified candidates who are fit for the job. In terms of recruitment and selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. And HR at Unilever follows these criteria. Unileverpolicy of recruitment is very simple, if at any time there is a vacancy, due to retirement, resignation, if employees opted for the golden handshake or the death of an employee, the management of the branch will inform the head office about the vacancy. The head office will place an advertisement in all major newspaper with the all necessary information required to be furnished by the applicant. Unilever has this policy of not mentioning the name of the company in a job advertisement. Usually hiring takes place through outsourcing with a help of a third party. Recruitment refers to the overall process of attracting, selecting and appointing suitable candidates to a one or more jobs within an organization, either permanent or temporary. The term may sometimes be defined as incorporating activities which take place ahead of attracting people, such as defining the job requirements and person specification, as well as after the individual has joined the organization, such as induction and onboarding. Recruitment can also refer to processes involved in choosing individuals for unpaid positions, such as voluntary roles or training programmes. Depending on the size and practices of the organization, recruitment may be undertaken in-house by managers, human resource generalists and/or recruitment specialists. Alternatively, parts of the process may be undertaken by public-sector employment agencies, commercial recruitment agencies, or specialist search consultancies. The use of internet-based services and computer technologies to support all aspects of recruitment activity and processes has become widespread and has revolutionized recruitment activities ranging from recruitment agencies sourcing candidates through online job boards and social media, or human resource professionals using assessment or job simulation programs as part of the selection process. Final selection:  Reception of application  Evaluating reference and biographical data
  39. 39. 39  Employment test:  Analytical ability  Computation ability  Verbal skill  Written skill.  General knowledge. It takes place after the candidate has been interviewed by the Manager of the department who requires the new employee and then the Manager. On the joining day, the employee has to submit the following documents to the HR Department: 1) Joining Report 2) Copies of educational and professional degrees/certificates 3) Reference Letter 4) Three copies of recent passport size photographs
  40. 40. 40 Training & Development: Training & Development involves improving the knowledge, skills and abilities of the individuals. A continuous training is conducted inside the organization to improve the performance of the employee. There are two types of trainings conducted at Unilever: 1) In-house Training 2) External Training In-house training is customized training which is only for Unilever employees External training is carried out through trainers in training institutes. Employees atUnilever are usually trained through Rameez Allahwalla (in Karachi), Possibilities and Intec (two well-known training institutes).Before training “Training Need Analysis” (TNA) is conducted by the manager of the department. And after the training feedback from the employee is taken.
  41. 41. 41 Orientation: A newly hired employee is oriented so that he can get an idea about the organizational setup so that he may feel at home. At Unilever orientation plan covers the following points:  Visits to different department of the company  Company’s Policies, Rules and Regulations Unilever orientation program will help you quickly get to know the business & the way we work, as well as your role & colleagues.  Getting Started Shortly after joining you will participate in New Hire Orientation. This program is designed to share valuable information about Unilever, help you navigate through the first critical weeks and provide an overview of commonly used resources.  Building your network Getting to know people and establishing close working relationships is important to help you settle in. During the first few months, you'll meet colleagues from your immediate area and from different functions across the business.  Personal development Once you're familiar with the company and your role, the next step is to discuss and agree a personal development plan. This will identify your learning requirements as well as the support you'll need to achieve your aims.  Roles & goals As part of your development plan, you'll be given personal targets and team goals and a time-frame within which to achieve them. Over regular meetings with your manager, you'll evaluate your progress and address any issues.
  42. 42. 42 Job Analysis: The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Job description: (a list of what the job entails) A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis. Job specification: (what kind of people to hire for the job) A list of a job’s “human requirements,” that is, the requisite education, skills, personality, and so on— another product of a job analysis.
  43. 43. 43 Performa filled by Unilever HR manager:
  44. 44. 44
  45. 45. 45 Performance appraisal: A performance appraisal compares each employee’s actual performance with his or her performance standards. Managers use job analysis to determine the job’s specific activities and performance standards. Rating scale: Traits are rated on scales include employee attribute such as cooperation, communicative ability or initiative etc that has several points ranging from “poor to excellent” Each behavior can rate at one of 7 scales as follows (you can set scales depend on your requirements) • Extremely poor (1 points) • Poor (2 points) • Below average (3 points) • Average (4 points) • Above average (5 points) • Good (6 points) • Extremely good (7 points) Essay method: it permits the appraiser to examine the attribute of performance. In this style of performance appraisal, managers/ supervisors arerequired to figure out
  46. 46. 46 the strong and weak points of staff’s behaviors. Essay evaluation method is a non- quantitative technique. It is often mixed with the method the graphic rating scale. Input of information sources • Job knowledge and potential of the employee; • Employee’s understanding of the company’s programs, policies, objectives, etc.; • The employee’s relations with co-workers and superiors; • The employee’s general planning, organizing and controlling ability; • The attitudes and perceptions of the employee, in general. Disadvantages of essay evaluation • Manager / supervisor may write a biased essay. • A busy rater may write the essay hurriedly without properly assessing the actual performance of the worker. • Apart from that, rater takes a long time, this becomes uneconomical from the view point of the firm, because the time of rater is costly. • Some evaluators may be poor in writing essays on employee performance. Others may be superficial in explanation and use flowery language which may not reflect the actual performance of the employee. M.B.O (Management by objective): That is, they seek to measure employee performance by examining the extent to which predetermined work objectives have been met. Once an objective is agreed, the employee is usually expected to self-audit; that is, to identify the skills needed to achieve the objective. MBO is a method of performance appraisal in which managers or employers set a list of objectives and make assessments on their performance on a regular basis, and finally make rewards based on the results achieved. This method mostly cares about the results achieved (goals) but not to the way how employees can fulfill them. Classification of Objectives • Corporate objectives • Functional objectives • Individual objectives Conditions of Management by Objectives An objective must be satisfied SMART conditions: • Specific, • Measurable, • Achievable, • Relevant, and • Time-Specific. Advantages of MBO
  47. 47. 47 • It is based on the assumption that the individual (employee) knows more than anyone else about her/his own capabilities, needs, strengths, weaknesses and goals. • A further advantage of MBO is that the emphasis is on the future rather than on the past. Appraisal thus becomes a means to a constructive end.
  48. 48. 48 SWOT Analysis: Introduction Unilever operates in nearly 190 countries around the world and has been a traditional paragon of excellence and quality in the Fast Moving Consumer Goods sector. The company derives its competitive advantage from its global footprint and its track record of enhancing value for the consumers around the world. Even in the current recessionary environment, it has managed to grow at a respectable pace though as we shall discuss latter, Unilever cannot afford to ignore the emerging threats from a wide range of global, regional, and local players. Apart from this, as the succeeding SWOT Analysis makes it clear, the battle for the emerging markets is likely to escalate into a no holds barred competition with a race to the bottom ensuing between the global giants like Unilever and Proctor and Gamble and a array of local players. Strengths  Unilever operates in nearly 190 countries around the world and hence, has a global footprint combined with top of the mind brand recall among consumers worldwide.  It has a deep and broad portfolio of brands and a diversified product range, which makes it uniquely, positioned to tap into the changing consumer preferences across the world.  Its Research and Development initiatives are heavily funded and manage to bring to the market innovative and cutting edge products in tune and in line with consumer preferences.  Unilever has a distinct competitive advantage over its nearest competitor, Proctor and Gamble because of its flexible pricing and expertise in distribution channels that manage to reach the nook and the corner of the globe.  The company finds its strengths in leveraging the economies of scale arising from its breadth of operations as well as synergies between its many manufacturing facilities, which totaled 270 locations around the world at last count.
  49. 49. 49  Unilever combines global thinking with local execution, which means that it pursues Global strategies that let it win the hearts and minds of consumers who would like to use its products that are globally famous yet retain a distinct local flavor. Weaknesses  The biggest weakness that Unilever faces is that it operates in an uber competitive market where the other global giants like P&G and Nestle in addition to a host of local players challenge its dominance at every turn and raise the stakes in the Trillion Dollar FMCG (Fast Moving Consumer Goods) space.  The other weakness is that its products can easily be replaced with substitutes especially in the emerging markets in Africa and Asia where the rural consumers in the hinterland often use traditional and natural alternatives to the products that Unilever markets. Opportunities  With the advent of globalization and the proliferation of global media, consumers in the emerging markets are aspiring to western lifestyles and this means that Unilever has a tremendous opportunity waiting for it as it taps into this large and diversified consumer base that wants to join the league of westerners in taste and preferences for consumer goods.  Apart from that, capturing the “Newly Affluent Trillion Dollar Consumers” in China and India means that it has a golden opportunity to leverage this huge and growing consumer base, which often tries to imitate and mimic the consumerist preferences of the material west.  The emergence of the health conscious consumer in the developed world means that Unilever can seize the opportunity to market to this segment with its existing and yet to be launched product range that is specially geared for the health conscious consumer.
  50. 50. 50  Unilever has a good track record of social and environment responsibility and with the emergence of the ethical chic consumer who like to buy and consume products and brands that are responsibly made and sustainably complete. Threats  The ongoing global economic crisis has severely dented the profitability of many FMCG companies and Unilever is no exception. With the shrinking of the disposable incomes of the global consumer, they are buying less and insisting on more value for their money or “more bang for the buck”. This means that Unilever faces the threat of diminished revenues and increasing costs, which is like a “Double Whammy” to its top-line, and bottom-line.  Though we had mentioned that Unilever succeeds and scores over P&G in the CSR or the Corporate Social Responsibility aspect, the increased awareness among the global consumers has turned the harsh glare into each and every strategic move that the company makes. Some practices of the company have been criticized which means that Unilever has to ensure that it sustains and maintains its focus especially when the spotlight is on it.  As mentioned earlier, Unilever operates in a market segment where local products and alternatives to its brands proliferate especially in the emerging markets and hence, it faces a threat from smaller and more nimble local upstarts who can provide more value for lesser money without the associated costs that global giants like Unilever incur.  The entry of Asian multinationals into the global arena has upped the ante for Unilever and raised the stakes in the global game for dominance in the FMCG market segment. This means that Unilever faces the prospect of having to battle not only the recessionary blues but also emerging threats from this new age and new breed of competition from Asian conglomerates that are beginning to spread their wings internationally.
  51. 51. 51 Compensation& Benefits: A very effective way to retain an employee is to give him compensation and benefits. At Unilever following benefits are given:  Good attendance award  Death Compensation  Tea Expenses  Conveyance Allowance  Utilities allowance  Meal Allowance  social security, pension plans and individual retirement options  Retirement security benefits,  Security benefits  Medical Facility to employee and his/her parents  Paid Vacations  Accommodation Facility to energetic employees. Occupational Safety and Health: Unilever provide policy 'Safety Week' and'Wellness Week' to educate the Employees about the safety and health measures that one needs to take in their Daily lives.Unilever achieved excellence in Safety, Health & Environment (SHE).Legal Framework for Equal Employment EEO: Unilever is an equal opportunity employer. It prohibits discrimination based on age, color, disability, marital or parental status, national origin, race, religion, sex, sexual orientation, gender identity, veteran status or any other protected status in accordance with applicable federal, state and local laws.
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  53. 53. 53 Human Resources Strategies: Managing employee recruitment and placement to put the right person for the right job. Replacement Planning. Employee rotation in the department. Employee training. Remuneration survey for salary adjustments of employees. Role of Human Resources in Operations: In case of IRS (Inland Revenue Services) they are having a very well structured and formal HR management within their organization who is responsible for Recruiting, Hiring, Training, Compensating and firing employees This is a special HR team who is only responsible for such an HR related duties and no any other additional duties provided to them. RECOMMENDATIONS  Anonymity hides the company’s importance.  Unilever Pakistan should develop effective supply chain management to make their product in the hand rural customer as well.  The low income people cannot afford a unilever product like sun silk shampoo or an axe deodorant.  To motivate and develop employees.  Develop open-mindedness as well as high level of other cultures and life styles in the employees.  Create an environment of innovation.  Human resource managers and professionals should be able to inculcate the willingness to accept change and ability to manage it.  International experience and understanding of other cultures will prepare the employees to face the challenges in global market.
  54. 54. 54 Conclusion For a company that will turn one hundred in a decade, Unilever has almost tried all of the strategies there can be. Unilever company has expanded internationally, helped countries’ economies grow, be environmentally conscious and create joint ventures with other companies in which enhanced Unilever’s and these companies’ performance positively.

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