Unilever aims to equip its global managers with consistent skills and language. It selected TACK International as a partner to provide global management training over 5-7 years due to TACK's ability to offer consistency, breadth and depth across 40 markets in 25 languages. Unilever's HRM activities like organization structuring, job design, and organizational development help achieve its goals by creating an efficient structure, clearly defining roles, and adapting to changes. McDonald's recruitment process includes online applications and interviews to assess candidates for crew or management roles. It provides training and benefits to employees to create a positive work environment. BMW focuses on recruitment and selection, training, and performance management to develop specialized staff through the human resource strategies.

1. HRM in Unilever
Main Objectives of Unilever:
1. The main objective is to ensure that Unilever managers across the globe are equipped with a
consistent set of skills and a common language that enable them to effectively tackle the
business challenges they face.
2. Prior to the initiative there were as many as 650 different suppliers providing management
training, so the achievement of consistency was a key driver.
3. Following a complex selection process TACK International was selected by Accenture as a
key partner to develop the management capability for Unilever globally over a 5-7 year
period.
4. TACK was one of the few partners able to offer the consistency, breadth and depth of
training portfolio Unilever needed.
5. TACK’s proven track record with global blue-chip companies and a robust infrastructure and
delivery capability in close to 40 markets and 25 local languages was vital to managing this
global solution.
HRM Models in Unilever:
For any social group to perform its tasks efficiently and achieve its common objectives, the
management of its most important resources – the people – is of utmost importance.
Until about the 1970s the task of ‘finding and controlling people’ was handled by Personnel
Management which was largely an administrative function, dealing with the management and control
of subordinates.
The concept of Human Resource Management developed with a more strategic level of thinking
about the nature and role of people (as total 24hr per day human beings) working in organizations
which are ‘cultures’ in their own right.
Recent thinking has moved from the control-based model to the compliance model.
The soft edge of the latter involves eliciting employee commitment and expecting effectiveness and
efficiency to follow.
The hard edge of the latter involves ridding the organization of unnecessary layers of middle
management which, when stripped of control functions, have very little by way of value added.
Like every other MNCs Unilever follows partial policies of both models. They are discussed as
follows:
Job DesignPrincipal:
a. Divide their operations into different subdivisions.

2. b. It follows both specific job accountability and combined planning & Implementation according to
the need of their operation.
c. The tasks operated by the employees are both in team and individually.
Key HRM activities in Achieving Organizational goal of Unilever:
The key HR activities performed by Unilever to achieve its organizational goal are described as
follows:
 Organization structuring
It refers to developing an organization which caters for all the activities required, groups them
together in a way which encourages integration and co-operation. HR is very helpful for Unilever to
achieve its goals. As we said before that Unilever managers across the globe are equipped with a
consistent set of skills and a common language that enable them to effectively tackle the business
challenges they face. The complete structure of Unilever made by its HRM department is very much
effective and efficient to meet this goal. HR professionals follow different structure methods to select
and choose the best option for structuring.
 Job design and role specification
It refers to deciding on the contents of the jobs- their duties and responsibilities and the relationships
that exist between job holders and other people in the organization. The job designed by the HRM
department are very much straight forward for meeting the goal and purposes. On the other hand the
role specification of each employee are so organized that the partners like TACK are able to offer the
consistency, breadth and depth of training portfolio Unilever needed.
 Organizational development
It refers to stimulating, planning and implementing programs designed to improve the effectiveness
with which the organization functions and adapts to change. The market is changing every moment.
Like other companies Unilever has to come up with this change to remain and fight with its
competitors in the market. The development made by HRM department is so structured that it
describes a perfect way to meet its goals.
McDonalds Human Resource Management
(HRM)
In this report it has been analyzed and found out the kind of Human Resource management theories
and techniques are in reality implemented or practiced by the McDonald’s Human Resource
Management. The field study it has done entails by visiting the HR office of the McDonald’s located
at the Noting Hill Gate, London. Throughout the visit it has been observed the all practices. It has
been also observed the working culture and the motivating factors at the McDonald’s and also the
team work. Due to grading the Recruitment, Training, Business strategies and the Performance
management. After analyzing the books and the website of McDonald’s it is able to explain the

3. theories of the Human Resource Management and also the some of the corporate values of the
McDonald’s. In the course of the study and the research It have found that the McDonald’s process
of recruiting the worker and staff and how they provide training to their employees.
Human Resources Strategies of McDonald’s
Recruitment
As we know that McDonald’s is the biggest family restaurants business in the world. To provide the
best family restaurants experience by far is McDonald’s vision. To achieve this we put people at the
Centre of everything we do and that goes for our employee as much as our customer. People perform
well when they feel better in their job and McDonald’s has recognized it so McDonald’s go all out to
create the right and good working environment for everyone. That’s a lot of people to consider which
is why McDonald’s strive to provide variety of rewards and benefits that suits all kind of lifestyles.
McDonald’s is successful in achieving the best working experience for their people; they aim to
provide customer the restaurants experience. Employees working in the McDonald’s they not only
become the part of one of the largest global brands but also a constantly developing organization that
offers an environment of flexibility, equality, diversity and opportunity. Reflective of the society and
communities in which McDonald’s operate.
Recruitment and Selectionat McDonald’s
Recruiting suitable applicants: Which ever post it may be whether employee wants to join as a crew
member or a Trainee Business Manager, McDonald’s always provide exceptional support, real
progression opportunities, a range of excellent rewards and all potential associated with working for
the McDonald’s a world’s famous global brand.
Crew Members
The McDonald’s has designed a three-step application process for potential crew member to make
sure that they are right for everyone. The first phase of the application is an online; people go through
an online process which contains some questions.
Crew Benefits:
 McDonald’s provide 28 days paid holidays per annum.
 After three year service they provide free private health care.
 Stake holder pension scheme.
 Bonuses related to Restaurants performances.
 Provides vouchers of Argos, Thomas Cook, Debenhams, Marks & Spencer and
 House of Fraser awarded at service milestones
 Annual pay reviews
Welcome Meeting
After completing all the application process and the candidates are selected and crew member have
been hired they are called to attend the Welcome meeting at their chosen restaurants or a recruitment
Centre. In this meeting the inform and engage new starter for the one hour in this meeting.

4. Trainee Business Manager
A trainee business manager participates in an award-winning management training scheme and the
business trainee manger is required to show strong leadership quality.
Benefits
The candidates are provided with a package of professional rewards which includes a starting salary
of up to £21500 including London weighting. There is also potential of quarterly bonus within the
week of joining.
 Holiday of 5 week per annum and it can be raised to 6 week from April 2009
 Annual performance in relation of pay review
 Life assurance.
 Pension scheme
Human Resources in BMW
Human resource management (HRM) is the function to meet the current and future resource
challenges of the information society. In words of Taylor Human resource management is the range
of people management functions, process and activities which involve more than one national
context. It is the policies and practices involved in carrying out the people or human resource aspects
of management position, including recruitment, screening, training, rewarding and appraisal.
INTRODUCTION OF HRM IN BMW
BMW is the basically German company with vast experience in the field of cars and was introduced
in 1981. This company spends more money on its human inputs to add value and also its complex
contribution of human resources creates its competitive advantage. BMW’s specialized staff which
are able to offer superior quality of product and services in the market with the customer experience.
Human resources plays important role in the BMW even in the time of recession as they have invest
on the human inputs. But this depends on the financial condition and capabilities of the market as
they had invested in training development and recruitment of the new management teams in their
organization.
HUMAN RESOURCE STRATEGIES IN BMW
BMW is company which carries out very well planned strategies in its organization. In this
organization the human resource strategy is applying to the whole organization and BMW is
improving its products and making a proper customer satisfaction by applying this strategy. This
strategy is plays a very vital role in the BMW organization and its employees. It helps them to
innovate and create new products and services to their customers and making its products available
and delivered in all areas where they are expanding their activities. Earlier BMW was making their
products wrongly and not understanding the capabilities and needs of its customers as they were not
giving importance to its human resources so after sometime they realize the exact meaning and
importance of its resources so now they can focus more on markets and its customers.

5. Recruitment and Selection
The selection of the candidates is the first task and strategy of BMW. This is the most important
element of the BMW’s human resource management. In this they have to select the candidate who
can match up the requirements of the job role. This includes the person who can identify the market
conditions, attract customers to sell their products. The first process in this process is to analyze the
role and then they develop the person’s specification of that job satisfaction and then he going to
identify the market condition to attract customers and then screening of applications. In screening of
applications they short list the selected candidate whether to select or reject. After this they conduct
interviews, assessments and tests of the candidate to decide select or reject. When candidate pass this
interview then they check the references in the resume of the candidate and after above all they offer
the person to work in the organization. BMW is following a very good selection technique with their
clear specifications and procedures in a long term.
Screening
In this step of recruitment and selection of BMW human resource management the candidate have to
fill the application form which shows the subjective quality of the person for the role and also helps
in improving the quality of the process and increase the consistency. In application form the person
has to fill up his bio data and other questions which show the difference of higher and low level of
performers.
Interviewing
Interviewing person who had applied for the role is very important otherwise they can’t judge the
mental and physical capabilities of the candidate. This process is conducted by the line managers of
the BMW. In this interview they have long discussions, questions about the previous experience,
favorites. This is the most commonly used technique in every multinational organization which helps
the interviewer to make a judgement about the candidate specialization for the job. They can judge
whether the person can satisfy the job or not? The questions in this interview are properly listed to
get specific information about a standard of judgement or criticism and the candidate get a score
against the answers he had provided in this interview.
Testing
Another process followed by the BMW human resource department is testing the ability and
personality of the candidate. In the ability test they test or measure the aptitudes like knowledge,
vocabulary, typing speed, awareness about the products and accuracy of the candidate. On the other
hand are the personality tests which show the personal characteristics, attitude, behavior and values
of the candidate. In this they also test the individual beliefs and the capability that how they deal with
problems in selling the products or their convincing and marketing power in the organization. In this
process of testing the candidates in BMW the ability tests are more consistent and free from errors
than the personality tests.
Checking References
After testing the candidate then the manager or the interviewer has to check the references of the
educational qualifications, eligibility, work experience, licenses and the special check on the criminal

6. records and health problems. After checking the references they give the offer letter whether it
conditional or unconditional.
Training and Development
Once candidate pass the above steps of recruitment and selection then he has to undergo from the
training of the role offers to him. This training process is essential to improve the performance of the
job which helps to develop their personal and professional characteristics of candidate. This training
involves coaching and development of the professional skills which are more efficient and effective
in learning and development of the individuals. The different types of training are informal training,
on the job or off the job training, product and skills training, behavioral development and technical
training. They give the training to their employees for how to develop different styles of learning,
materials, design of the products, and also look after their personality types. In this training also
involves use of heavy and expensive equipment and machines and provide stipend in between their
training. This training on machines and equipment improves their performance of the job. BMW
teach their employees the easy and small steps first and cover their health and security issues and
make their employees proud to be a part of this organization.
Performance Management
In BMW the performance of the managers and staff is initially important to achieve the goals and
objectives of the organization. Performance management is the essential and organized process that
carries the success and helps in developing the capabilities and performance of the individual or work
team. The strategy of human resource management is to develop the managers or leaders in the
organization who can help their employees or subordinates to make their performance effective and
efficient. The managers are the only ones who can manage the performance of the workers by
understanding and knowing what the employees expect from them and engage them in each and
every activity and ask them for feedback which can improve their quality of performance in the
organization.