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
2. Continuous training
3. Increasing personal competencies
4. Interdepartmental collaboration
5. 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

Focus Group

Job Analysis
Observation Questionnaire
Sources

Interviews
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: Efficiency

• Strategy: Related Diversification

• Employee role: Simplified Task

Job Analysis Job Design

Task Analysis Inventory Mechanistic Approach

High Turnover
 Staffing

Internal Hiring Aligned with company’s

Focus

Temporary Employees High Turnover

Panel Interview

HR Personnel Practitioners

Inter rater Conflict: Need Training

 Training

• Strategy: • Company’s Focus

•On- the- job training

Related Diversification •Technical training

• Training Implication
Integration
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.