This document provides an overview of HR at Nestle. It discusses Nestle's history and vision for HR. Some key points:
- Nestle was founded in 1867 and has grown to be a global food and nutrition company.
- Nestle Malaysia's vision is for HR to nurture talents and unleash potentials. HR aims to be a key enabler of the business strategy.
- Nestle's people strategy focuses on succession management, development, engagement, and transforming the organization.
- Total rewards, learning and development programs, and talent management processes are discussed as ways HR supports the business and employees.
Talent management is a complete management approach that adds to the competitive improvement of an organization. It is a whole system that emphasizes various components of the company
How can firms improve performances through retribution and HR practices? How can they solve the principal - agent problem? How can management by objectives (MBO), job rotation, job enrichment, team incentives and peer review enhance human resources? How can Dell's employees retain high motivation and deliver first-class value for Dell's customers?
Human resource policies are systems of codified decisions, established by an organization, to support administrative personnel functions, performance management, employee relations and resource planning.
Each company has a different set of circumstances, and so develops an individual set of human resource policies.
PURPOSE
The establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance of its employees.
HR policies can also be very effective at supporting and building the desired organizational culture.
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
Talent management is a complete management approach that adds to the competitive improvement of an organization. It is a whole system that emphasizes various components of the company
How can firms improve performances through retribution and HR practices? How can they solve the principal - agent problem? How can management by objectives (MBO), job rotation, job enrichment, team incentives and peer review enhance human resources? How can Dell's employees retain high motivation and deliver first-class value for Dell's customers?
Human resource policies are systems of codified decisions, established by an organization, to support administrative personnel functions, performance management, employee relations and resource planning.
Each company has a different set of circumstances, and so develops an individual set of human resource policies.
PURPOSE
The establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance of its employees.
HR policies can also be very effective at supporting and building the desired organizational culture.
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
A business plan proposal presentation for a fictitious company, O’ran Pte Ltd. It is part of the Design Management Module submission, for which I led a team of three. For the proposal book, check out my portfolio at http://bit.ly/Zi5KDk.
3PL Strategies for Moving to New Markets, Slawomir Blotny, Vice President of ...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
A little bit of our history and our success.swingkid555
Leadership Management International is the largest, most successful personal and organizational development company in the world. Here is a little bit of information about how we got where we are and why our clients continue to choose us to develop their people.
Выступление Зарины Мухамадиевой, менеджера по продвижению бренда работодателя JTI в Казахстане, на встрече "Снова HR+PR, или как стать привлекательным работодателем" (27 марта 2013 года, Алматы)
Counterproductive behaviors carried over from Avaya's heritage created challenges for their future growth. In 2008, the organization undertook a culture transformation initiative to align their values, systems and processes to great results.
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Integrating developing countries’ SMEs into Global Value Chain.Ira Tobing
This publication is a contribution of the Commission on Investment, Enterprise and Development
to the field of small and medium-sized enterprise (SME) promotion. It was prepared on the basis
of sectoral case studies undertaken in a joint project financed by the Swiss Government through
the Geneva International Academic Network (GIAN) and jointly carried out by the United Nations
Conference on Trade and Development (UNCTAD), the Organization for Economic Cooperation
and Development (OECD), and the Universities of Geneva and Fribourg. It also draws on a global
conference organized by the OECD in June 2007, and an intergovernmental Expert Meeting held by
UNCTAD in November 2007.
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When implementing IIA reform, policymakers have to determine the most effective means to safeguard the right
to regulate while providing for the protection and facilitation of investment.
FTAs can result in some export gains, and possibly increased FDI flows, but the size and durability of these benefits – highly uncertain. FTAs will most likely lead to an increase in imports with impact for the trade balance and the external debt position.
International cooperation and development: a conceptual overviewIra Tobing
Any credible claim to implement an agenda for global development – such as currently discussed in the post-2015 process – will require integrating the broader framework of
international cooperation into this effort. A wide, but vague consensus that global framework conditions matter for development has already existed in past development debates. However, good resolutions such as MDG 8 for a global partnership have shown insufficient progress in practice. This paper reviews key aspects of the relationship between international cooperation and development at a conceptual level. Drawing on a distinction between domestic and global public goods as enablers and goals of development, the paper first illustrates the role of international cooperation and its interdependence with domestic action. The framework identifies contact points in the relationship between global and domestic action and goals with the categories of provision, support, access and preservation. The second part of the paper reviews key concepts of patterns of international cooperation that represent the elements of the global governance framework to which a broadening development agenda needs to link up more strongly. Overall, the conceptual review underlines that the question of how international cooperation works has moved to the centre of development studies. Yet, an even bigger challenge than achieving cooperation in the first place might be to steer the complex architecture and processes of international cooperation towards contributing to a global agenda for development.
Supply Chain Perspectives and Issues: A Literature ReviewIra Tobing
Global value chains (GVCs) have become ubiquitous. The literature that attempts to understand and explain GVCs is vast, multi-disciplinary and no less complex than the phenomenon itself. This volume is an ambitious attempt at a fairly comprehensive review of literature on the subject.
The many manifestations of international production sharing have become the organizing theme for practically any discussion on production, trade, investment, development and international economic cooperation more generally. GVCs are at the economic heart of globalization. Policies of governments are central to outcomes, influencing the establishment, configuration and operation of GVCs in numerous ways. Technological possibilities and firm behaviour are also crucial determinants of what happens in the supply chain world.
Non-Tariff Measures - A Fresh Look at Trade Policy's New FrontierIra Tobing
In a world where many forms of protection – including tariffs – are constrained by WTO disciplines, non-tariff measures (NTMs) are the new frontier of trade policy. NTMs that are poorly designed or captured by special interests can hurt competitiveness and fragment markets; whereas well-designed ones can effectively overcome informational and other market failures. Assisting governments in the design of NTMs is a critical challenge for donors and development agencies. However, many issues relating, for example, to regional harmonisation and the interaction of NTMs with market structure are still imperfectly understood. This CEPR/World Bank volume brings together recent work by young scholars that draws on original data to shed light on some of the key analytical and policy issues.
1. HR @ Nestle
Partnering with the Business
Ahmad Fauzi Yahya
Ahmad Fauzi Yahya
Nestle Malaysia
Nestle Malaysia
Growing Resourcing E ngaging Aligning Transforming
2. QUESTIONS
v 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 6'000 Brands and 10'000 Products
In Malaysia..
Brands & Products
Growing Resourcing E ngaging Aligning Transforming
5. World's 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 products
billion turnover
Factories
Sales Offices
Growing Resourcing E ngaging Aligning Transforming
7. Our Vision…
“To be a respected, trustworthy
food, nutrition, health, & wellness
company”
Growing Resourcing E ngaging Aligning Transforming
9. The Transformational Challenge…
..Nestle’s Blueprint for the Future
With 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 Career
EMPLOYEE VALUE •Enriching Development
PROPOSITION • Balanced Quality of Work Life
Growing Resourcing E ngaging Aligning Transforming
12. Moving Forward….
Aligning People Strategy Towards 2020
HR as Key Enabler
HR as Key Enabler Balanced of Quality Work Life
Balanced of Quality Work Life
Succession Management
Succession Management Wellness
Wellness
Development & 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 of
Think: Belief in & belonging, pride,
support for the attachment to the
goals/values of the organisation
organisation
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 Framework
Organisations 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-ISR's
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.P
Nestle Leadership Framework
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16. Customers Need
Organizational 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 Need
Business perspective
1. High Calibre Talent
2. Excellent Employees Development program
3. Establish Clear Career Development Program
4. Convert Line Managers to People Developer
5. Improve working environment
6. Strengthen Rewards & Recognition Program
7. Aligning Performance Management
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19. HR Support Structure
Customers 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
Support
Competence Recruitment & Human Capital &
Center Remuneration Talent Organization
Management Development
Shared Payroll Management
Services
HR Services & GLOBE
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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 Nestle
6 MONTHS • 50% Exam
72 contact hrs • Commercials at Nestle
• 50% Assignment
• Profitability at Nestle
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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
External
Ability test
measure current ability and future •FOOD
potential for different types of work TECHNOLOGY
skills
•PRODUCTION Internal 14
•Critical Reasoning based on External 42
English
MANAGEMENT
•Interpreting Data •GENERAL Total = 56
MANAGEMENT
Competency based Interview
structured series of questions aimed
at eliciting behavioral information
against specific job-related
competencies
Growing Resourcing E ngaging Aligning Transforming
29. Below the Surface
Behaviors 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
33. C.A.R.E for Performance
On-going
communication;
•A shared understanding
of what & how
•Conducive climate
Growing Resourcing E ngaging Aligning Transforming
35. Total Rewards Approach
Compensation Philosophy
To establish the company’s salary and remuneration practices based on competitive positioning i.e. 50th% to top 25% or
the 3rd Quartile (Q3) of Community salary practices with the comparable companies in order to attract, retain and motivate
talents.
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
Benefits
COMPONENTS OF TOTAL
REWARDS Career & Work
Career & Work
Environment
Environment
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
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40. Developing Talent
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41. Talent Management Process
On going
Meeting 11
1. Validation of “Talent Pool” Meeting Collaboration
2. Validate Career Management with the line
Plan for the year
3. Tracking Development Plans
4. Update on
Organizational/structural
changes
1. Successors
5. 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
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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 by
Bottom 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
45. Employment At Nestlé
Nestlé fully supports and publicly advocates the United Nations
Global Compact’s guiding principles :-
1. Supports and respects the protection of
international human rights within its sphere of
influence
2. Ensures that its own companies are not complicit
in human rights’ abuses
3. Freedom of association and the effective
recognition of the right to collective bargaining
4. The elimination of all forms of forced and
compulsory labour
5. The effective abolition of child labour
6. 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 Relations
NESTLE 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 role
q High Calibre of Talent Performance Management ~~
Performance Management
q Employee Engagement Addressing performance vs. people
Addressing performance vs. people
q Organizational & Personal development
Effectiveness development
Balancing the Quality Work life ~~
Balancing the Quality Work life
q Value & Performance Driven Culture
Wellness@work
Wellness@work
q Employee Wellness
Growing Resourcing E ngaging Aligning Transforming