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Nestle on Malaysian Technical Cooperation Program 2009.
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GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
HR @ NestleHR @ NestlePartnering with the BusinessPartnering with the Business
Ahmad Fauzi YahyaNestle Malaysia
Ahmad Fauzi YahyaNestle Malaysia
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
v What would you like to learn?
v What is your objective for today’s session?
v What you would like to achieve?
QUESTIONS
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Nestle has a great story to tell…
• Henri Nestle became interested in baby food due to the high infant mortality rate in Switzerland
• He developed “Farine Lactee Nestle” in 1867 and saved an infant’s life after his neighbour was unable to breastfeed
• “Farine Lactee Nestle” has helped save the lives of many children the world over
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Worldwide, Over 6'000 Brands and 10'000 Products
In Malaysia..
Brands & Products
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
World's Largest…Food, Nutrition, Health & Wellness Company
employeesoperating companiesfactories
countries
Global presenceSales by Regions37.5% - Europe, 43.7% - Americas18.8% - Asia, Oceania, and Africa
Global presenceSales by Regions37.5% - Europe, 43.7% - Americas18.8% - Asia, Oceania, and Africa
2008 Financial Performance(Key Figures)Sales - CHF109.9 bioOrganic Growth - 8.3% EBIT - 14.3%
2008 Financial Performance(Key Figures)Sales - CHF109.9 bioOrganic Growth - 8.3% EBIT - 14.3%
research, technology & development Centres
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Nestlé Malaysia since 1912• No.1 FMCG Company• 11% of the total Malaysian
processed food basket• A top 20 KLSE company
• No.1 FMCG Company• 11% of the total Malaysian
processed food basket• A top 20 KLSE company
halal products
billion turnoverFactoriesSales Offices
employees
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Our Vision…
““To be a respected, trustworthy To be a respected, trustworthy food, nutrition, health, & wellness food, nutrition, health, & wellness
companycompany””
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Our Mission…
““To Nourish Malaysia/SingaporeTo Nourish Malaysia/Singapore””
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
The Transformational Challenge…
With vision, we anticipate the future,With vision, we anticipate the future,through our actions, we will shape it..through our actions, we will shape it..
-- Peter BrabeckPeter Brabeck--LetmatheLetmatheChairman & CEO, Nestle Chairman & CEO, Nestle
....NestleNestle’’s Blueprint for the Futures Blueprint for the Future
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Why HR Exists?
I just want a pair of handsI just want a pair of hands……unfortunately a person comes with it..unfortunately a person comes with it..
-- Henry FordHenry Ford
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
HR Strategic Direction
•Rewarding Career •Enriching Development
• Balanced Quality of Work Life
VISIONVISION
EMPLOYEE VALUE EMPLOYEE VALUE PROPOSITIONPROPOSITION
Nurturing Talents, Unleashing PotentialsNurturing Talents, Unleashing Potentials
““ The best Brand for your career The best Brand for your career ““
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Moving Forward….Aligning People Strategy Towards 2020
Employer BrandingNestle As Nestle As
Employer Of ChoiceEmployer Of Choice
Enabling HR Programs
& PracticesG.R.E.A.T. Strategic Initiatives
Employee Value Proposition•Rewarding Career
•Enriching Development•Balanced
Quality Work Life The Way We Work
T.R.I.PDevelop People
Performance Management
TRAI
NING
TRAI
NING
RETRAINING
RETRAINING
CONTINUOUS LEARNINGCONTINUOUS LEARNING
HR as Key Enabler
Succession Management
Development & Talent Retention
HR as Key Enabler
Succession Management
Development & Talent Retention
Balanced of Quality Work Life
Wellness
Nestle On The Move ~ Change Mgt
Balanced of Quality Work Life
Wellness
Nestle On The Move ~ Change Mgt
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Feel: Sense of belonging, pride, attachment to the organisation
Act: Willingness to go the extra mile; Intention to stay with the organisation
Think: Belief in & support for the goals/values of the organisation
AFFECTIVE
FeelCOGNITIVE
Think
BEHAVIOURAL
Act
These three perspectives impact client satisfaction and business performance.
Engagement ModelTowers Perrin-ISR
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Organisations achieve superior business performance when theirstrategy, culture and people are effectively aligned
For an organisation to maximise business results there must be:1. A culture that is aligned to, or supports execution of, the strategy2. Effective leadership capability across organisation levels3. Engaged employees whose contribution is maximised
Business Strategy
Organisational Culture
Business Results
People‘Engagement’
Leadership
This framework underpins Nestlé’s Employee Survey Source: Towers Perrin-ISR's
High Performance Framework
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Nestle’s Character Foundation
CORPORATE BUSINESS
PRINCIPLES
MANAGEMENT &
LEADERSHIP PRINCIPLES
NESTLECODE OF BUSINESS
CONDUCT
CORPORATE VALUEST.R.I.P
CHARACTER
Inspiring People
Adding Value
Opening Up Dealing with others
• Lead people• Develop people• Practise what you preach
• Know yourself• Insight
• Service Orientation
• Curiosity• Courage
• Proactive co-operation
• Impact/Convincing others
• Resultsfocus
• Initiative
• Innovation &Renovation
Nestle Leadership Framework
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Organizational perspective
“Strengthening of Leadership and Performance Culture”
• Continuous & Strong Leadership Pipeline• Stronger Engagement level• Inculcate Value-Driven performance• Promote Quality Work life / Wellness• Strengthen Nestle On The Move (Business Agility)
Customers Need
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Customers Need
Business perspective
1. High Calibre Talent2. Excellent Employees Development program3. Establish Clear Career Development Program4. Convert Line Managers to People Developer5. Improve working environment6. Strengthen Rewards & Recognition Program7. Aligning Performance Management
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Our Role…
qq Acquiring TalentsAcquiring Talentsqq Developing TalentsDeveloping Talentsqq Retaining TalentsRetaining Talentsqq Change ChampionChange Champion
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
HR Services & GLOBE
Payroll Management
Finance & Control / Supply Chain
BUSINESS UNITSPRODUCTION / SALES MARKETING SERVICES
Human Capital & OrganizationDevelopment
HR
Man
ager
Ope
ratio
ns
HR
Man
ager
GM
B
HR
Man
ager
Mar
ketin
g
HR
Man
ager
Sal
es/E
RBusinessSupport
Shared Shared ServicesServices
Competence Competence CenterCenter
CustomersCustomers
Recruitment & Talent
ManagementRemuneration
BusinessBusinessSupportSupport
HR Support Structure
HR
Man
ager
G M
gt/L
GO
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Learning & Development Compass
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Functional & Leadership Training
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
In house Training
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Learning & Development Programs 2008
•Learning & Development Compass•Learning & Development Cycle •E-Learning•Training Caclendar 2008•How to apply•Role of Line Managers•Course Descriptions
ExternalContents
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
L&D initiatives in Production
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
• Organizational Behavior
• Introduction To Marketing
• Introduction To Economics
• Business Communication(Presentation & computer skill)
• Profitability at Nestle
• Commercials at Nestle
2 Modules from Nestle
4 Modules from OUM
6 MONTHS72 contact hrs
• Classroom based lecture• Role Play• Presentation• Assignment
• 50% Exam• 50% Assignment
Professional Certificate in Sales
ExternalMethodology
ExternalAssessment
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Executive Diploma in Manufacturing Management (EDMM)
Collaboration with Open University Malaysia (OUM)
– raise the competency level of our Production Executives-elevating to FirstLine Manager
Ability testmeasure current ability and future potential for different types of work skills•Critical Reasoning based on English•Interpreting Data
Competency based Interviewstructured series of questions aimed at eliciting behavioral information against specific job-related competencies
Internal 14External 42Total = 56
•FOOD TECHNOLOGY•PRODUCTION MANAGEMENT•GENERAL MANAGEMENT
ExternalAssessment ExternalProgram ExternalFLM
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
E-Learning Facilities
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Task Orientation
Results Orientation
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Blue Print for the Future
Below the Surface
« Natural » Tendencies and Traits
Task-Related Knowledgeand Skills
For Example: Knowledge of Electronics, Companies' Products, Labor Relations, Law, Skill in active listening, Negotiating
For Example: Results FocusCuriosityProactive CooperationCourage
Job Complexity
Rel
ativ
e Im
port
ance
HighLow
Behaviors become more important as Job Complexity increases
High
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Nestle’s Core Competencies
Inspiring People
Adding Value
Opening Up Dealing with others
• Lead people
• Develop people
• Practise what you preach
• Know yourself• Insight
• Service Orientation
• Curiosity
• Courage
• Proactive cooperation
• Impact / Convince others
• Resultsfocus
• Initiative
• Innovation &Renovation
NESTLE LEADERSHIPFRAMEWORK
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
C.A.R.E for Performance
On-going communication;•A shared understanding of what & how•Conducive climate
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Total Rewards Approach
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming Corporate Communications
Total Rewards Approach
Compensation Philosophy
To establish the company’s salary and remuneration practices based on competitive positioning i.e. 50th% to top 25% or the 3rd Quartile (Q3) of Community salary practices with the comparable companies in order to attract, retain and motivate talents.
Gross Salary
Contractual bonus
Contractual bonus
Total Cash Total Compensation Total Reward
Contractual bonus
Contractual bonus
Contractual bonus
Contractual bonus
Contractual bonus
Contractual bonus
Basic Salary Basic Salary Basic Salary Basic Salary Basic Salary Basic Salary Basic Salary Basic Salary
Fixed AllowancesFixed Allowances Fixed AllowancesFixed Allowances Fixed AllowancesFixed Allowances
Target Variable BonusTarget Variable Bonus Target Variable BonusTarget Variable Bonus Target Variable BonusTarget Variable Bonus
BenefitsBenefits BenefitsBenefits
Career & WorkEnvironment
Career & WorkEnvironment
COMPONENTS OF TOTAL REWARDS
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming Corporate Communications
Competitive Positioning
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Variable Pay
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Enriching Development Focus
Engaging a Winning TeamFor a heart of Excellence
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Developing Talent
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Meeting 1Meeting 1
ONGOING-Actioning
DevelopmentPlan
1. Successors 2. Retirees Placement3. Expatriates Placement4. Hi Potentials5. New Talents/MT Status
1. Approval for Development Budget
2. Hi Pots Annual Development Program
3. Competencies Gaps Identification
1. Validation of “Talent Pool”2. Validate Career Management
Plan for the year3. Tracking Development Plans4. Update on
Organizational/structural changes
5. New Initiatives on Talent Development
Meeting 3Meeting 3
Meeting 2Meeting 2
On going Collaborationwith the line
On going Collaborationwith the line
On going Collaborationwith the line
Talent Management Process
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Talent Meeting Structure & Guidelines
Dept Reviews
Global Talent Review
by
Zone / SBU / Corporate Function
Management
Step 5
Head CDS
Step 1
All Department
FiCo Employee PDGs
CDS/A&C Direct Reports
Division TMM Forum Centre
Calibration & Validation
Step 3
Market Talent Review
by ManCom
Bottom Up
Review of MH Direct Reports
by Mkt Head
Step 4
FEEDBACK PROCESS
Step 2
Respective Departments
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
SalesSG
PRODUCTIONSupply Chain
Business Units
Finance & Control
Integrated Talent & Career Management Process
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Communication through Intranet
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Employment At Nestlé
1. Supports and respects the protection of international human rights within its sphere of influence
2. Ensures that its own companies are not complicit in human rights’ abuses
3. Freedom of association and the effective recognition of the right to collective bargaining
4. The elimination of all forms of forced and compulsory labour
5. The effective abolition of child labour6. The elimination of discrimination in respect of
employment occupation
Nestlé fully supports and publicly advocates the United Nations Global Compact’s guiding principles :-
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Malaysian Labour Legislations
• Employment Act 1955• Industrial Relations Act 1967• Trade Unions Act• Employment Provident Fund Act• Employees’ Social Security Act• Children and Young Persons (Employment) Act 1966• Employment Information Act• Employment (restriction) Act• Private Employment Agencies Act• Workmen’s Compensation Act• Wages Councils Act
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Industrial Relations
Management + Union Collaboration = Productive Workforce
NESTLE Malaysia & Singapore have a total of three National Unions representing the non-management staff :
Nestle Products Sdn. Bhd.
Ø National Union of Commercial Workers (NUCW)
ØCollective Agreement 2001 - 2003
Ø Union membershipØ97% of non-management
staff – union members
Worksite Union Committee at
various locations
Nestle Foods (M) Sdn. Bhd.
Ø Food Industry Employees Union (FIEU)
ØCollective Agreement 2002 - 2004
Ø Union membershipØ99% of non-management
Staff – union members
Nestle Singapore (Pte) Ltd
Ø National Trade Union Congress
Ø Collective Agreement 2001 – 2003
Ø Union membership - 33% in (Southpoint)- 67% in (Jurong)
No. of TradeUnions in
Malaysia = 595
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
HR Vision, Road Map, Key Challenges & EVP
Nurturing People; Unleashing Talent
NestlNestléé A Great Place To WorkA Great Place To Work
Speed & Quality Resourcing and Acquisition of Talent Development of Talents for Successor ReadinessCareer Progression ~ Flat structure & specialist rolePerformance Management ~ Addressing performance vs. people developmentBalancing the Quality Work life ~ Wellness@work
Speed & Quality Resourcing and Acquisition of Talent Development of Talents for Successor ReadinessCareer Progression ~ Flat structure & specialist rolePerformance Management ~ Addressing performance vs. people developmentBalancing the Quality Work life ~ Wellness@work
Key ChallengesKey Challenges
VISIONVISION
q Business Alignment
q High Calibre of Talent
q Employee Engagement
q Organizational & Personal Effectiveness
q Value & Performance Driven Culture
q Employee Wellness
Rewarding Career Enriching Development
Balanced Quality Work
Life
EMPLOYEE VALUE EMPLOYEE VALUE PROPOSITION [EVP]PROPOSITION [EVP]
HR Road MapHR Road Map
GGrowing rowing RResourcing esourcing EEngaging ngaging AAligning ligning TTransforming ransforming
Terima Kasih
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