presentation on nestle hr policies
TRANSCRIPT
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ORGANIZATIONAL BEHAVIOURPRRESENTATION
QuickTime™ and aBMP decompressorare needed to see this picture.Submitted to:-Dr. Shekhar
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Group Members
Shobhit Jaiswal Shradhha Sharma Sonal Tyagi Sonu Kumar Sourabh Paul Sumit Kumar Sushmita Chatterjee Swati Garg Trapti Bansal Vijay Kumar Barma Utkarsh Verma
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Nestle
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CONTENTS
Introduction about Nestle Various Nestle Brands Humean Resource Departement Training and Development Approaches to Measuring Performance Remuneration and Recognition Benefits provided by Nestle
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Contents Continued
Analysis HR Planning Recuritement Recommendations
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Introduction
Transnational Company, with headquarters in Vevey,
Switzerland
Founded in 1866 by Henri Nestlé
World's biggest food and beverage company
Nestle employ around 250,000 people
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Nestle Brands
Baby Foods Dairy Products Breakfast Cereals Ice Cream Chocolate and Confectionary Prepared Foods Beverages Food Services Bottled Water Pet care
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Human Resource Department
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Recruitment
Definition of needs and objectives, description of responsibilities and competencies
Search for the suitable candidates
Evaluation of candidates
Selection of the most suitable candidate
Incorporation and adaptation.
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Training & Development
Training focuses on
1. Continuous training
2. Increasing personal competencies
3. Interdepartmental collaboration
4. International Training
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Development
Formal Training Programs Expatriation assignments Career Counseling and Guidance Management courses Executive courses Small Group Activities Sports and Recreation Succession planning Mentoring
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Approaches to Measuring Performances
Objective Bases Competency Based Functional know-how Results orientation Decision making or Problem solving Planning or Organization Communication or Collaboration Personal effectiveness Adaptability or Flexibility
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Remuneration and Recognition
It focuses on Rewards linked to performance Definition of total reward Analyze strategic parameters & trends Participation in market survey Maintenance of internal balance Determine salary brackets Reward of high performance
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Benefits provided by Nestle
Health insurance plan Pension plan Indemnity for departure 15 & 25 years of service Marriage gifts Baby scheme Mini market Restaurant
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Analysis
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Analysis
Transnational Company [TNC]– Decentralized SBU– People and product oriented than systems
Tasks are defined in broader terms with distinct job description– Job enrichment– Work/Life Balance
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Job analysis
Total Competency job analysis approach – link competencies to tasks in manner that increases the
effectiveness– Define KPIs
Motivational Job Design– High job satisfaction– Stress and mental overload– More training time
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HR Planning
Regression Method Use of historic data to predict the forecasted
labour demand Leading indicator
– forecasted sales, employment level and new expeditions.
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Recruitment
More Internal hiring – Not aligned with their mission and strategy– Limit Creativity and diversity
Leading the market strategy– Help to attract good talent
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HR Planning
Labor surpluses – Transferring
– Work sharing
– Selling the operations to other firms
Labor Shortages– Temporary Workers (80:20)
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Training & Development
Training & Development Team building Cross training
– Not fully aligned with strategy
Expatriating Employee willingness
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Analysis
Result Based Performance Appraisal– Through KPI– More contamination & Deficiency– Aligned with the strategy
Skill based Compensation– Internal Pay equity is disturbed
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Analysis
Cultural differences among employees SBU operates independently.
– These results a high cost to the company.
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Recommendations
Nestle should promote external hiring– Differentiation
Training implication– Cultural Integration– Standardization
In expatriates, proper training and awareness Diversified Projects
– Judgmental method
Balance between Internal & external Pay equity
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THANK YOU