Flexi - Unilever - HR Training and Development PDF

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Flexi - Unilever - HR Training and Development
BANKING UNIVERSITY AT HO CHI MINH CITY...

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THE STATE BANK OF VIETNAM

MINISTRY OF EDUCATION AND TRAINING

BANKING UNIVERSITY AT HO CHI MINH CITY DEPARTMENT OF BUSINESS ADMINISTRATION

PRESENTATION HUMAN RESOURCE MANAGEMENT Topic: HUMAN RESOURE TRAINING AND DEVELOPMENT CASESTUDY: UNILEVER

Class Code: MAG320_211_6_L07_TA Group 3 – FLEXI Nguyễn Ngọc Như Quỳnh

030334180210

Nguyễn Thị Thảo Nhi

050606180278

Phạm Võ Thanh Thủy

050606180385

Nguyễn Ngọc Hiền Thư

050606180393

Trần Thảo Trang

050606180418

Trần Nguyễn Phương Uyên

050606180441

Lecturer: Đặng Trương Thanh Nhàn, MBA

TABLE OF CONTENTS CHAPTER 1: THEORETICAL OVERVIEW ...................................................... 1 1.1. Definition of Training and Development ......................................................... 1 1.2 Methods of training and development .............................................................. 1 1.3 Training And Development Goals ........................................................................ 4 1.4 The importance of training and developing human resources: ............................ 4 CHAPTER 2: UNILEVER ANALYSIS ................................................................. 6 2.1 Overview of Unilever ........................................................................................ 6 2.1.1 History and development : .......................................................................... 6 2.1.2 Work environment ...................................................................................... 6 2.1.3 Vision .......................................................................................................... 6 2.1.4 Mission ........................................................................................................ 6 2.2 Training strategy and development in Unilever ................................................ 7 2.3 Training and development methods ................................................................ 13 CASE STUDY: LIFELONG LEARNING FEST ................................................. 14 2.4 Achievements when implementing training and development employees of Unilever ................................................................................................................. 15 CHAPTER 3: CONCLUSION .............................................................................. 17 3.1. Advantages and disadvantages of Unilever's training and development activities ................................................................................................................ 17 3.1.1. Advantages .............................................................................................. 17 3.1.2. Disadvantages .......................................................................................... 18 3.2 Conclusion ....................................................................................................... 19 3.2.1 Overview ................................................................................................... 19 3.2.2 Solutions to improve training and development strategies ....................... 20 REFERENCES ....................................................................................................... 22

TABLE OF FIGURE Figure 1: Methods of training and development ........................................................ 1 Figure 2: Vice President in charge of human resources of Unilever Vietnam ........... 8 Figure 3: Management Trainee Program (for Future Leaders) .................................. 9 Figure 4: Unilever Future Leaders' League for fresh graduates ............................... 10 Figure 5: Providing skill for life ............................................................................... 13 Figure 6: Learning Fest X Data & Analytics............................................................ 15 Figure 7: Unilever Vietnam and The Gioi Di Dong took a souvenir photo after receiving the award ................................................................................................... 15

CHAPTER 1: THEORETICAL OVERVIEW 1.1. Definition of Training and Development Training and Development is one of the most important functions of Human Resource management in any organization. The objective of this Training is to enhance employees’ skills, behavior and expertise by putting them into learning new techniques of doing work. Employee Training and Development in HRM is defined as a system used by an organization to improve the skills and performance of the employees. It is an educational tool which consists of information and instructions to make existing skills sharp, introduce new concepts and knowledge to improve the employee performance. Training and development in HRM are two different activities which go hand-in-hand for the overall betterment of the employee. The short term and reactive process is training which is used for operational purpose while the long term process of development is for executive purpose. The aim of training & development is improvement of required skills in the employee whereas the aim of development is to improve the overall personality of the employee. 1.2 Methods of training and development

Figure 1: Methods of training and development

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•

On-the-job training methods:

Under these methods new or inexperienced employees learn through observing peers or managers performing the job and trying to imitate their behaviour. These methods do not cost much and are less disruptive as employees are always on the job, training is given on the same machines and experience would be on already approved standards, and above all the trainee is learning while earning. Some of the commonly used methods are: •

Coaching:

Coaching is one-on-one training. It helps in quickly identifying the weak areas and tries to focus on them. It also offers the benefit of transferring theory learning to practice. The biggest problem is that it perpetuates the existing practices and styles. •

Mentoring:

The focus in this training is on the development of attitude. It is used for managerial employees. Mentoring is always done by a senior inside person. It is also one-to- one interaction, like coaching. •

Job Rotation

It is the process of training employees by rotating them through a series of related jobs. Rotation not only makes a person well acquainted with different jobs, but it also alleviates boredom and allows to develop rapport with a number of people. Rotation must be logical. •

Job Instructional Technique

This method is a valuable tool for all educators (teachers and trainers). It helps us:. •

to deliver step-by-step instruction

•

To know when the learner has learned

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To be due diligent (in many work-place environments) [2]

•

Off-the-job training methods

These methods are conducted separate from the job environment, study material is supplied, there is full concentration on learning rather than performing, and there is freedom of expression. Important methods include: •

Lectures and Conferences:

Lectures and conferences are the traditional and direct method of instruction. Every training programme starts with lectures and conferences. It’s a verbal presentation for a large audience. However, the lectures have to be motivating and creating interest among trainees. The speaker must have considerable depth in the subject. In colleges and universities, lectures and seminars are the most common methods used for training. •

Vestibule Training:

Vestibule Training is a term for near-the-job training, as it offers access to something new (learning). In vestibule training, the workers are trained in a prototype environment on specific jobs in a special part of the plant. •

Simulation Exercises:

Simulation is any artificial environment exactly similar to the actual situation. There are four basic simulation techniques used for imparting training: management games, case study, role playing, and in-basket training. •

Sensitivity training

Sensitivity training is also known as laboratory or T-group training. This training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioral flexibility. It is the ability of an individual to sense what others feel and think from their own point of view.

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1.3 Training And Development Goals The overall goal of human resource training and development is to make the most of existing human resources and improve the effectiveness of the organization by helping employees better understand the business, better understand about their profession and perform their functions and duties more self-consciously, with a better attitude, as well as improve their abilities and tasks more self-consciously, with a better attitude, as well as enhance their adaptability to future work. Human resources are one of the most important resources, creating material and spiritual strength for businesses, especially in the current integration and competitive environment. Businesses that want to develop successfully need to rely on many resources and only human resources are an important factor creating motivation for development. a. For Businesses: + Improve labor productivity, performance efficiency and work quality. + Improve the stability and dynamism of the organization. + Maintain and improve the quality of human resources. + Facilitating the application of technical and managerial advances to enterprises. b. For employees: + Timely add the necessary knowledge and skills to complete the task. + Create a bond between employees and businesses. + Create the professionalism of employees. + Create adaptation between employees and current and future jobs. + Meet the needs and development aspirations of employees. c. For the social economy: Education, training and capacity development of workers have a great influence on the socio-economic development of a country. It is the source of the success of a developed country and also a positive factor to help the economy go up, typically countries: the US, UK, Japan, China.. 1.4 The importance of training and developing human resources: a. Helps improve employee productivity and efficiency

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Implementing human resource training programs right at the working environment is to create conditions for employees to exploit new working skills, improve their own efficiency and productivity and more. Moreover, it opens up many new opportunities for employees to improve their ability to be ready to face new challenges. Only when fully equipped with knowledge and skills to plan work can employees confidently express themselves in the working environment and meet a variety of different job requirements from their superiors. b. Build relationships among employees Organizing human resource training will create an interactive space for employees in the company, create opportunities for them to talk and build a cohesive team between different departments and positions in the company. This will bring about an open and friendly working environment, helping its employees to work in harmony and achieve high efficiency in the cooperation projects of the enterprise.

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CHAPTER 2: UNILEVER ANALYSIS 2.1 Overview of Unilever 2.1.1 History and development : Unilever was founded in 1929 by the merger of the Dutch margarine producer Margarine Unie and the British soapmaker Lever Brothers. Nowadays, the company is one of the most international companies in the world - has some 300 operating units in 88 countries and its products – over 1,000 strong successful brands – are marketed in over 150 countries worldwide. Some of Unilever’s most prominent brands are Knorr, Dove, Axe, and Lipton. Unilever also has a thriving professional cleaning business, DiverseyLever, which provides cleaning and hygiene products for the industrial and institutional markets. In 2019, the Unilever Group was listed as the fourth largest FMCG company worldwide in terms of sales. The largest product segment of the Unilever Group is their personal care segment which generated approximately 21.1 billion Euros in revenue in 2020. 2.1.2 Work environment The work environment here is friendly, open and professional. Senior leaders and managers at Unilever always try to create conditions and opportunities for employees to develop their potential and capacity. Unilever always has attractive remuneration for employees. Employees here have a lot of opportunities to work, explore new areas to improve themselves. 2.1.3 Vision Unilever’s vision is “To make sustainable living commonplace. We believe this is the best long-term way for our business to grow.”. The core components in Unilever’s vision includes: Commonplace sustainable living, Best long-term way, Business growth. This vision aligns with Unilever’s corporate social responsibility strategy to address business stakeholders in the consumer goods industry. 2.1.4 Mission

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Unilever’s mission is “ To add vitality to life. We meet everyday needs for nutrition, hygiene and personal care with brands that help people feel good, look good and get more out of life.”. Their mission focuses on satisfying customers in various aspects of their lives. The significant components in Unilever’s mission are Adding vitality to life, Meeting everyday needs for nutrition, hygiene, and personal care, Helping people feel good, look good, and get more out of life. 2.2 Training strategy and development in Unilever In the period of world economic integration, domestic enterprises always have the opportunity to develop and compete with foreign enterprises. However, to be able to reach the international level, domestic enterprises need to improve the quality of human resources in the labor market. Not only that, attracting, organizing training and keeping talents is also a matter of great concern to businesses. From having to hire international experts, Unilever Vietnam has become a place to train and export talents for many Unilever branches around the world. In early 2016, Unilever was also in the TOP 10 enterprises with the best working environment in Vietnam, the first position according to Jobstreet. What HR training strategy and development has helped Unilever to be at the top as it is today? With the slogan "People are the most important asset, the determining factor for the success of the business" - “Con người là tài sản quan trọng nhất, là yếu tố quyết định sự thành công của doanh nghiệp”, Unilever identifies the Human Resources Department as the core place to build the most effective human resource plan. Training for employees at the Human Resources Department before implementing training for other departments. Change HR Department to Strategic Partnerships Department Different from the Human Resources Department of other enterprises, Unilever plans the Human Resources Department to be the core place, the locomotive for the entire enterprise. Unilever built the Human Resources Department into a Strategic Partnerships Department.

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Instead of just providing regular training plans, welfare support programs, and salary planning, it must also help connect businesses. The Strategic Partnership Department will contribute to the business strategy, helping to improve capacity and labor productivity, which will be planned and implemented, in line with the business strategy of the enterprise. Unilever's leadership shared: "Unilever's approach is to focus on building a team of personnel with deep knowledge of human and market expertise plus broad knowledge of business and business. socio-economic”. Department heads and team leaders must coordinate with the Strategic Partnership Department to develop a quality and effective human resource plan for each department. Personnel in each department need to have a good understanding of the job, corporate culture and colleagues. Managers and senior management act as catalysts and advisors to support employees to quickly adapt to the new environment. Whether employees are attached to the business or not, the quality and quantity of employees will be stable and developed or not will depend on the personnel plan. What is the current plan to train human resources at Unilever?

Figure 2: Vice President in charge of human resources of Unilever Vietnam

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According to Ms. Nguyen Tam Trang - Vice President in charge of human resources of Unilever Vietnam, the talent development strategy at Unilever is always focused on. Unilever organizes many programs to train and develop talents at the enterprise. With its talent recruitment activities in Vietnam, Unilever offers programs such as: Unilever Future Leaders Program, Unilever Future Leaders' League for fresh graduates. Management Trainee Program (for Future Leaders) to train interns as employees for Unilever. Unilever gives the opportunity to help each employee (old or new) learn, experience working in the business. At the same time, the Strategic Partnership Department expands opportunities to work and study to higher positions such as team leader, department head, and leader.

Figure 3: Management Trainee Program (for Future Leaders)

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Figure 4: Unilever Future Leaders' League for fresh graduates A GRADUATE PROGRAMME THAT IGNITES THE LEADER IN YOU This two to three-year graduate programme is a development experience designed to ignite the Leader in You. Over this time, you will gain excellent exposure through rotations within your function in our business and meaningful interaction with Unilever leaders. Duration: 2–3 years

Rotation: Every 6 months within the function, international experience, exposure in a disruptive business model (such as Unilever International) and a cross-function rotation in Customer Development for all UFLs. Functions: Finance, Marketing, Human Resources

Unilever always attaches great importance to human resource development as a qualitative breakthrough for long-term sustainable development. Unilever's point of view is "Development through people" - “Phát triển thông qua con người”, so the company always cares about the interests of employees and is ready to support them in all areas of work. Bringing to life the value of “Learning every day, applying everywhere” - “Học hỏi mọi ngày, ứng dụng mọi nơi” Unilever is on a mission to inspire work and support

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employees to become the most professional, and to help them develop themselves and the Company. Moreover, The Unilever company's personnel training plan is implemented through the departmental leaders in the enterprise. Representatives of the departments closely coordinate with the human resources department. Periodically, the departments hold meetings and discussions to improve the quality of personnel training. The specific Unilever personnel policy of each department will be updated and the most suitable training recommendations will be provided. The head of the department jointly proposed a plan to improve the quality of the human resources system, improve the quality of the staff and the direction of recruiting senior personnel in the future.

At Unilever, all learning programs are tailored to the specific needs of the Company. The company encourages employees to take ownership of their own learning and career development. The department head, human resources staff and training department only play the role of supporting and guiding the employee's learning and career development. Ongoing learning is at the heart of their culture – and their commitment to helping people stay fit for the future of work. This might involve enhancing their skills for their current role (upskill...