Professional Documents
Culture Documents
Shared Services
Shared Services are responsible for data and record collections of all the employees
of Nestl Pakistan. They handle the payrolls, division of provident funds, medicalall
owances, travel allowances, and all other administration of the employee funds.
Centre of Expertise
The Centre of Expertise is the department responsible for recruitments,
remunerationsand organization development through Nestls training programs, bo
th local and international.
Business Partners
The Business Partners form the link between different human resource activities of
theorganization, and the functional departments they are working with. The Human
Resource ManagerCommercial is a Business Partner for Sales and reports to the
Head
of Sales Department. He is supposed to form a link between the Human ResourceDe
partment and the Sales Department, making sure all decisions made by the Sales
Department are in line with the Companys goals and policies.
Training Programs
Training is seen as an ongoing process. It doesnt only involve training
sessions andlectures, but day-to-day interactions with the superiors and fellow
employees, absorbingtheir knowledge and ideas: guidance and coaching by
managers is a given. Knowledgealso comes through the tasks assigned: simple
learning-by-doing and on-the-job training.Apart from that, Nestl is committed
to enhancing employee skills and
competenciest h r o u g h f o r m a l t r a i n i n g p r o g r a m s . T h e s e a r e s e l e
c t e d a c c o r d i n g t o i n d i v i d u a l requirements and the job they are working
for. The candidates are selected based on their performance, potential and
personal development goals and recommendations come
fromt h e H e a d o f H u m a n Re s o u r c e D e p a r t m e n t a n d t h e B u s i n e s s Pa r t
n e r s o f r e s p e c t i v e departments. The Centre of Expertise is responsible
for designing and providing the requisite training once the candidate and his
needs are identified.
T h e p r o g r a m s a r e n o t j u s t l i m i t e d t o f u n c t i o n a l s p e c i fi c t r a i n i n g , f
o r e x a m p l e s a l e s training, but also for augmenting interpersonal skills
and image building, in short, the softer skills.The training could be local,
regional or international, based on need and performance. Atthe International
Training Centre in Switzerland, the trainee has the opportunity to meetmanagers
and leaders from all over the globe, getting training sessions from even
theCEO, Peter Brabeck-Letmathe.
Remuneration
Nestls remuneration is benchmarked against other organizations and surveyed on
aregular basis to ensure that it remains competitive and fair. The policy needs to be
framedkeeping local market, individual performance, skills and potential for
development inmind. This is what they call the Total Competitive
Remuneration.The managers task is to ensure that the remuneration structure
facilitates theimplementation of flat organizational structure and be flexible so as to
be able to adapt tothe evolution. It is also the managers task to evaluate
remuneration of each staff member taking into account her/his professional
performance and her/his specific responsibilities.These specialists need to know
about stock options, and how to compare and compensatethe employee payroll
system. They need to make regular changes in their strategies andfind new ways of
operating to increase the efficiency of the whole organization. Thishelps ensure not
just the companys growth, but motivation for individual growth as well.
Interview with the Human Resource Manager
Name: Omar Hassan JanjuaDesignation: Human Resource Manager-Commercial
Tasks and Responsibilities of the Manager
Chain of command and Span of control
Mr Janjua is a two boss manager in the matrix structure. He has a dual chain of
commandand reports to the Head of Human Resource Department and the Head of
SalesDepartment. Two people report directly to him. He also shares targets with ther
ecruitment centre and can be held accountable for its actions. He comes to the
forefrontas the first line of contact person for the Shared Services and recruitment.
Strategic Vs Operational Roles
He is more involved in strategic decision making as opposed to making tactical
andoperational decisions. His role can be interpreted as a link between the
departments andthe centre.
The Human Resource Department is responsible for providing tools, processes
and procedures to the managers and then its their responsibility to apply it
according to thedemand of the situation. He ensures those tools are being used
and implementedeffectively.
Role as a Business Partner
His tasks and responsibilities can be clearly explained with his position in the
business asa Business partner. A business partner is a link between the whole of
the organization andthe Human Resource Department. His main focus is on
coordinating and integrating thestrategies and plan of actions of different
departments in line with the whole organization.He ensures that the growth
objectives and plans of the departments dont come intoconflict with the mission of
the organization as a whole. The Centre of Expertise isconcerned with making
changes and finding new ways of operating to increase theefficiency of the whole
organization. Mr Janjua has to be careful in maintaining a balance between
innovation and business objectives.His role is not transactional and he is not
involved in the paper work For example, if thereis a need to recruit people in a
department, he doesnt advertise the job descriptionhimself. Instead he
communicates the needs of the particular department to the HumanResource
Department. He then actively participates in the selection process i.e. selectsthe
right person from a pool of applicants through interviews and assessments.In
contrast to the Centre of Expertise which requires specialists, Mr Janjua is a
His role also focuses on providing guidance to the employees when needed e.g. that
whenopinion surveys had to be filled out for all the employees; he provided
them with anorientation to ensure there were no confusions as regards to the
survey.
Observations & Evaluations
It can be evaluated from his interview that he has the legitimate power and a
direction toensure coordination and consistency in the organization. He has to
optimize and maintaina balance. He can be referred to as following a middle of the
road management system tokeep a balance between control and delegation.His
functions basically include decision making and planning (to evaluate plans),
leading(to ensure motivation and good communication) and controlling. As
he can be seen as
am i d d l e m a n g e r , h u m a n s k i l l s a r e i m p o r t a n t f o r m o t i v a t i n g , C o n c e
p t u a l s k i l l s a r e necessary to ensure consistency between objectives of
diff erent departments and theorganization as a whole and some technical skills
to provide guidance when needed.