training practices at nestle

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Presented By: Aditi Mishra
B.Sc. (Hons) Home Science
Section D
2nd Year 4th Semester
Getting to Know Nestlé
Training Methodology of Nestlé

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 Swiss company - global reach.
 Nestlé is today the world’s leading food company.
 With a 135-year history
About Nestlé
Nestlé History
Nestlé Today
 Around 254,000 people working.
 Operating in more than 83 countries.
 People, brands & products are its key.
 Runs 509 factories all over the World

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What is Training Methodology?
 The organisations require development throughout the
ranks in order to survive, while training makes the
organisation more effective and efficient in its day to day
operations.
 Training – It is the formal and systematic modification of
behaviour through learning which occurs as a result of
education, instructions, development and planned
experience.
 Training Methodology – It deals with the methods
aimed to design and implement training.

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Nestlé Products

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Training at Nestle
 The willingness to learn is therefore an essential condition to be
employed by Nestle.
 Mostly training is done on-the-job
 Guiding and coaching is part of the responsibility of each manager.
 Formal training programs are generally purpose-oriented and
designed to improve relevant skills and competencies.

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Orientation & Training Programs at Nestle
1. Formal Orientation
2. Literacy Training
3. Nestlé Apprenticeship Program
4. Local Training
5. International Training

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Orientation at Nestle
Formal orientation: “Formal orientation is defined as the program of
learning, including business rules and policies and job specific information
which are required by employees to perform their jobs.”
A successful orientation program promotes the employees’ confidence in:
• Their own ability to perform the job
• The organization in general.
Line managers are responsible for orienting new employees. This policy
ensures all new employees receive a complete orientation,
encompassing:
• Nestlé Management and Leadership Principles
• Terms & conditions of employment
• Business policies & procedures
• On-the-job information critical to the employees health, safety &
security
• Nestlé Code of Good Conduct

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Orientation at Nestle
 First day: At first day newly hired employees have given information about:
– Safety and security issues.
– Workplace rules and policies including guidelines about smoking,
dress requirements and confidentiality issues.
 Second day: At second day forth coming employees are introduced to HOD
of each department of the whole organization. They introduced them about:
– Terms and conditions of employment
– Leaves including sick leaves, annual leaves and other leaves
– Wages/salaries, pay date and method for payments
 Third day: Employees have given all necessary information required to
perform their jobs.
– Familiarization of work place
– Employees’ position including roles, duties and outline about how
the position fits in overall workplace and organization structure
– Workplace protocols

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Literacy Training
 Nestle Offer employees the opportunity to upgrade their
essential literacy skills
 This program is for those who had missed a large part of
their elementary schooling
 These programs are especially important as they
introduce increasingly sophisticated production
techniques
 Much of this is on-the-job training to develop the
specific skills to operate more advanced equipment

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Nestlé Apprenticeship Program
Basic Definition
Apprenticeship is a system of training a new generation of practitioners
of a skill. Most of their training is done on the job while working for an
employer who helps the apprentices learn their trade, in exchange for
their continuing labor for an agreed period after they become skilled.
Theoretical education may also be involved, informally via the
workplace and/or by attending vocational schools while still being paid
by the employer.
 An essential part of Nestlé training where the young trainees spent
three days a week at work and two at school.
 At the end of training, many students were hired away by other
companies which provided no training of their own.

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Local Training
 Two-thirds of all Nestlé employees work in factories they need
continuous training to meet their specific needs.
 So many facilities run their own residential training centers.
 Result is that local training is the largest component of Nestlé’s
training programs.
 Substantial majority of the company’s 240000 employees receive
training every year.
 The manager is personally involved in the teaching.
 They start with continuation training for ex-apprentices who have
the potential to become supervisors or section leaders.
The scope of local training is expanding. So many Nestlé companies
have appointed corporate training assistants in this area.

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International Training
 Nestlé’s success in growing local companies in each country has been
highly influenced by the functioning of its international Training Centre,
Switzerland.
 Its providing services for over 30 years.
 Managers from around the world to learn from senior Nestlé managers and
from each other.
 Country managers decide who attends which course.
 Classes are carefully composed to include people with a range of
geographic and functional backgrounds.
 Typically a class contains 15–20 nationalities.
 The Centre delivers some 70 courses.
 Attended by about 1700 managers each year from over 80 countries.
 Only 25% of the teaching is done by outside professionals, as the primary
faculty is the Nestlé senior management.
 The programs can be broadly divided into two groups:
1. Management courses
2. Executive courses

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Intl training cont.…
1. Management courses
 These account for about 66% of all courses.
 The participants have typically been with the company for four to five
years.
 The intention is to develop a real appreciation of Nestlé values and
business approaches.
 These courses focus on internal activities
2. Executive courses
 these classes often contain people who have attended a management
course five to ten years earlier.
 The focus is on developing the ability to represent Nestlé externally and
to work with outsiders.
 It emphasizes industry analysis, often asking: “What would you do if
you were a competitor?”

14. .
Conclusion
 Nestlé do this because they believe it pays off in the
long run in their business results, and that sustainable
long-term relationships with highly competent people and
with the communities where they operate enhance their
ability to make consistent profits.
 It is important to give people the opportunities for life-
long learning as at Nestle that all employees are called
upon to upgrade their skills in a fast-changing world. By
offering opportunities to develop, they not only enrich
themselves as a company, they also make themselves
individually more autonomous, confident.

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