PRESENTATION HUMAN RESOURCE MANAGEMENT topic HUMAN RESOURE TRAINING AND DEVELOPMENT CASESTUDY UNILEVER

14 2.4 Achievements when implementing training and development employees of Unilever .... 1 Figure 2: Vice President in charge of human resources of Unilever Vietnam .... Definition of T

THE STATE BANK OF VIETNAM MINISTRY OF EDUCATION AND TRAINING

BANKING UNIVERSITY AT HO CHI MINH CITY DEPARTMENT OF BUSINESS ADMINISTRATION

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

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

• 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

• 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

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

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

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

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

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

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)