HR Project

Group Members

Irfan Tahir Khurrum Javed M. Usman Amir Shoukat Zulfiqar Ahmad

Nestle

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

Nestle Brands

Baby Foods Dairy Products Breakfast Cereals Ice Cream Chocolate and Confectionary Prepared Foods Beverages Food Services Bottled Water Pet care

Human Resource Department

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.

Training & Development

Training focuses on

1. Continuous training

2. Increasing personal competencies

3. Interdepartmental collaboration

4. International Training

Development

Formal Training Programs Expatriation assignments Career Counseling and Guidance Management courses Executive courses Small Group Activities Sports and Recreation Succession planning Mentoring

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

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

Benefits provided by Nestle

Health insurance plan Pension plan Indemnity for departure 15 & 25 years of service Marriage gifts Baby scheme Mini market Restaurant

Analysis

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

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

HR Planning

Regression Method Use of historic data to predict the forecasted

labour demand Leading indicator

– forecasted sales, employment level and new expeditions.

Recruitment

More Internal hiring – Not aligned with their mission and strategy– Limit Creativity and diversity

Leading the market strategy– Help to attract good talent

HR Planning

Labor surpluses – Transferring

– Work sharing

– Selling the operations to other firms

Labor Shortages– Temporary Workers (80:20)

Training & Development

Training & Development Team building Cross training

– Not fully aligned with strategy

Expatriating Employee willingness

Analysis

Result Based Performance Appraisal– Through KPI– More contamination & Deficiency– Aligned with the strategy

Skill based Compensation– Internal Pay equity is disturbed

Analysis

Cultural differences among employees SBU operates independently.

– These results a high cost to the company.

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

Qarshi Industries

Background

Started “Matab Qarshi” (clinic) 75 years ago

In 1968 Qarshi Dawakhana (Cottage Industry)

Qarshi Industries (Pvt.) Ltd

– Natural products company in Pakistan

– Expanding its business in overseas

Professional Pursuits

Main product includes– Jam-e-Shirin – Johar Joshanda– Springley (Natural

Mineral Water)– Herbal Medicines

Overall range consists of 200 products

Operational Divisions

Natural Medicine Division Distribution Division Ethical Marketing Division International Marketing Division Juices & Farm Products Division Qarshi Health Shops

Strategic Human Resources Management

as strategic partner

Major responsibilities of HR department

Recruitment Performance Appraisal Training & Development Compensation Succession Planning

The Analysis and Design of Work

Observation

Interviews

Questionnaire

Focus Group

Job Analysis Sources

Human Resource Planning and Recruitment

Recruitment budget

Hiring request

prepare advertisement

Indicators to predict future labour demand

Turnover New Ventures Expansion in existing projects Sales & Production targets

Recruitment

– Direct Appointment– Promotion– Transfer– Going for internal and external recruitment

Recruitment sources for hiring

Private employment agencies Advertisement Employee Referrals

Labor information

Overtime is 3 Hours in a day Woman employee 02 % No downsizing Hiring of temporary worker

Selection Processing

Application sorting Application Short listing Interview Call and preliminary interviews Written Test Job Offer

Training needs

Through performance Appraisal

Through Questionnaire

Through Observation of Seniors

Training methods

Questionnaire Interviews Observations Performance Appraisals Self- Assessment Group Meetings Attitude Surveys SME’s Test of Examinations Analysis of existing records or reports.

Employees motivation for training

Opportunity to grow Incentives and Benefits Employees personnel development

Performance management

– Personal traits

– Professional traits

– attribute approach

Purpose and criteria

Purpose:

– Strategic Alignment

– employee development

Criteria:

– Strategic congruence

Employee Development

Assessment centers

job experiences

interpersonal relationships

Analysis

Analysis

• Focus:

• Strategy:

• Employee role:

Efficiency

Related Diversification

Simplified Task

Task Analysis Inventory Mechanistic ApproachJob Analysis Job Design

High Turnover

Staffing

Internal Hiring

Temporary Employees

Panel Interview

HR Personnel Practitioners

Inter rater Conflict: Need Training

Aligned with company’s Focus

High Turnover

• Strategy:

Related Diversification

Integration

Training

•On- the- job training•Technical training

• Company’s Focus

• Training Implication should be:

Performance Appraisal

Attribute Approach

– Strategic Incongruence

Difficulty in measuring different SBU’s

performance

Analysis

Boss Employee Conflict

– Lengthy ADR

Compensation

– Few Benefits

– Low Pay Level

Low Job satisfaction

High Turnover

Recommendations

Result Based performance Appraisal Approach

Peer and subordinate evaluation

Recruiter’s Training

Market Equivalent Pay level

Integration of SBU - Information Sharing

Balance between the temporaries and Permanents employees

Improve their conflict resolution mechanism to increase employee

satisfaction.