Assignment – 2
For
Managing
Individuals & Organization
Buy Now from this Link
Section A (20 Marks)
Write short notes
on any four of the following:
1.
MBO- Appraisal System
2.
Vestibule Training
3.
Internal Mobility
4.
Fringe
Benefits
Section B (30 marks)
(Attempt any three)
1.
A number of selection tests are
used to access suitability of prospective employees. Explain.
2.
Discuss the relationship between
HRM & HRD.
3.
Explain the four phases through
which change passes.
4.
What are the major reasons for wage
differential?
Section C (50 marks)
(Attempt all questions. Every question carries 10 marks)
Read the case “Nestle:
Training and Development” and answer the following questions:
Case Study of Nestle: Training and
Development
Introduction
Nestlé
is today the world’s leading food company, with a 135-year history and
operations in virtually every country in the world. Nestlé’s principal assets
are not office buildings, factories, or even brands. Rather, it is the fact
that they are a global organization comprised of many nationalities, religions,
and ethnic backgrounds all working together in one single unifying corporate
culture.
Culture at Nestlé and Human
Resources Policy
Nestlé
culture unifies people on all continents. The most important parts of Nestlé’s
business strategy and culture are the development of human capacity in each
country where they operate. Learning is an integral part of Nestlé’s culture.
This is firmly stated in The Nestlé Human Resources Policy, a totally new
policy that encompasses the guidelines that constitute a sound basis for
efficient and effective human resource management. People development is the
driving force of the policy, which includes clear principles on
non-discrimination, the right of collective bargaining as well as the strict
prohibition of any form of harassment. The policy deals with recruitment,
remuneration and training and development and emphasizes individual
responsibility, strong leadership and a commitment to life-long learning as
required characteristics for Nestlé managers.
Training Programs at Nestlé
The
willingness to learn is therefore an essential condition to be employed by
Nestlé. First and foremost, training is done on-the-job. Guiding and coaching
is part of the responsibility of each manager and is crucial to make each one
progress in his/her position. Formal training programs are generally
purpose-oriented and designed to improve relevant skills and competencies.
Therefore they are proposed in the framework of individual development programs
and not as a reward.
Literacy Training
Most
of Nestlé’s people development programs assume a good basic education on the
part of employees. However, in a number of countries, we have decided to offer
employees the opportunity to upgrade their essential literacy skills. A number
of Nestlé companies have therefore set up special programs for those who, for
one reason or another, missed a large part of their elementary schooling.
These
programs are especially important as they introduce increasingly sophisticated
production techniques into each country where they operate. As the level of
technology in Nestlé factories has steadily risen, the need for training has increased
at all levels. Much of this is on-the-job training to develop the specific
skills to operate more advanced equipment. But it’s not only new technical
abilities that are required. It’s
sometimes new working practices. For example, more flexibility and more
independence among work teams are sometimes needed if equipment is to operate
at maximum efficiency. “Sometimes we have debates in class and we are afraid to
stand up. But our facilitators tell us to stand up because one day we might be
in the parliament!” (Maria Modiba, Production line worker, Babelegi factory,
Nestlé South Africa).
Nestlé Apprenticeship Program
Apprenticeship
programs have been an essential part of Nestlé training where the young
trainees spent three days a week at work and two at school. Positive results
observed but some of these soon ran into a problem. At the end of training,
many students were hired away by other companies which provided no training of
their own. “My two elder brothers worked here before me. Like them, for me the
Nestlé Apprenticeship Program in Nigeria will not be the end of my training but
it will provide me with the right base for further advancement. We should have
more apprentices here as we are trained so well!” (John Edobor Eghoghon,
Apprentice Mechanic, Agbara Factory, Nestlé Nigeria) “It’s not only a matter of
learning bakery; we also learn about microbiology, finance, budgeting, costs,
sales, how to treat the customer, and so on. That is the reason I think that
this is really something that is going to give meaning to my life. It will be
very useful for everything.” (Jair Andrés Santa, Apprentice Baker, La Rosa
Factory Dosquebradas, Nestlé Columbia).
Two-thirds
of all Nestlé employees work in factories, most of which organize continuous
training to meet their specific needs. In addition, a number of Nestlé
operating companies run their own residential training centres. The result is
that local training is the largest component of Nestlé’s people development
activities worldwide and a substantial majority of the company’s 240000
employees receive training every year. Ensuring appropriate and continuous
training is an official part of every manager’s responsibilities and, in many
cases; the manager is personally involved in the teaching. For this reason,
part of the training structure in every company is focused on developing
managers’ own coaching skills. Additional courses are held outside the factory
when required, generally in connection with the operation of new technology.
The
variety of programs is very extensive. They start with continuation training
for ex-apprentices who have the potential to become supervisors or section
leaders, and continue through several levels of technical, electrical and
maintenance engineering as well as IT management. The degree to which factories
develop “home-grown” specialists varies considerably, reflecting the
availability of trained people on the job market in each country. On-the-job
training is also a key element of career development in commercial and
administrative positions. Here too, most courses are delivered in-house by
Nestlé trainers but, as the level rises, collaboration with external institutes
increases. “As part of the Young Managers’ Training Program I was sent to a
different part of the country and began by selling small portions of our Maggi
bouillon cubes to the street stalls, the ‘sari sari’ stores, in my country.
Even though most of my main key accounts are now supermarkets, this early
exposure were an invaluable learning experience and will help me all my life.”
(Diane Jennifer Zabala, Key Account Specialist, Sales, Nestle Philippines).
“Through its education and training program, Nestlé manifests its belief that
people are the most important asset. In my case, I was fortunate to participate
in Nestlé’s Young Managers Program at the start of my Nestlé career, in 1967.
This foundation has sustained me all these years up to my present position of
CEO of one of the top 12 Nestlé companies in the world.” (Juan Santos, CEO,
Nestlé Philippines)
Virtually
every national Nestlé company organizes management-training courses for new
employees with High school or university qualifications. But their approaches
vary considerably. In Japan, for example, they consist of a series of short
courses typically lasting three days each. Subjects include human assessment
skills, leadership and strategy as well as courses for new supervisors and new
key staff. In Mexico, Nestlé set up a national training centre in 1965. In
addition to those following regular training programs, some 100 people follow
programs for young managers there every year. These are based on a series of
modules that allows tailored courses to be offered to each participant. Nestlé
Pakistan runs 12-month programs for management trainees in sales and marketing,
finance and human resources, as well as in milk collection and agricultural
services. These involve periods of fieldwork, not only to develop a broad range
of skills but also to introduce new employees to company organization and
systems. The scope of local training is expanding. The growing familiarity with
information technology has enabled “distance learning” to become a valuable
resource, and many Nestlé companies have appointed corporate training
assistants in this area. It has the great advantage of allowing students to
select courses that meet their individual needs and do the work at their own
pace, at convenient times. In Singapore, to quote just one example, Staff is
given financial help to take evening courses in job-related subjects. Fees and
expenses are reimbursed for successfully following courses leading to a trade
certificate, a high school diploma, university entrance qualifications, and a
bachelor’s degree.
Nestlé’s
success in growing local companies in each country has been highly influenced
by the functioning of its international Training Centre, located near our
company’s corporate headquarters in Switzerland. For over 30 years, the
Rive-Reine International Training Centre has brought together managers from around
the world to learn from senior Nestlé managers and from each other. Country
managers decide who attends which course, although there is central screening
for qualifications, and classes are carefully composed to include people with a
range of geographic and functional backgrounds. Typically a class contains
15–20 nationalities. The Centre delivers some 70 courses, attended by about
1700 managers each year from over 80 countries. All course leaders are Nestlé
managers with many years of experience in a range of countries. Only 25% of the
teaching is done by outside professionals, as the primary faculty is the Nestlé
senior management. The programs can be broadly divided into two groups:
Management courses: these account for about 66% of all courses at Rive-Reine. The
participants have typically been with the company for four to five years. The
intention is to develop a real appreciation of Nestlé values and business
approaches. These courses focus on internal activities.
Executive courses: these classes often contain people who have attended a management
course five to ten years earlier. The focus is on developing the ability to
represent Nestlé externally and to work with outsiders. It emphasizes industry
analysis, often asking: “What would you do if you were a competitor?”
Conclusion
Nestlé’s
overarching principle is that each employee should have the opportunity to
develop to the maximum of his or her potential. Nestlé do this because they
believe it pays off in the long run in their business results, and that
sustainable long-term relationships with highly competent people and with the
communities where they operate enhance their ability to make consistent
profits. It is important to give people the opportunities for life-long
learning as at Nestle that all employees are called upon to upgrade their
skills in a fast-changing world. By offering opportunities to develop, they not
only enrich themselves as a company, they also make themselves individually
more autonomous, confident, and, in turn, more employable and open to new
positions within the company. Enhancing this virtuous circle is the ultimate
goal of their training efforts at many different levels through the thousands
of training programs they run each year.
Questions:
1.
What
kind of training is provided by Nestle to their employees?
2.
“Ensuring
appropriate and continuous training is an official part of every manager’s
responsibilities and, in many cases; the manager is personally involved in the
teaching.” Elaborate this statement.
3.
Define
the human resource policy of Nestle.
4.
Discuss
the features of Apprenticeship Program offered by Nestle to their young
trainees.
5.
Give light on the courses offered by Nestle at international level.
No comments :
Post a Comment