HR Project Presentation
Transcript of HR Project Presentation
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.