Unilever Training & Development

UNILEVER PAKISTAN LIMITED

Submitted By:

Muhammad Arif Chief HR officer

Aamir Rafiq Training Specialist officer Muhammad Shahzad Recruitment officer Asghar Ali Job Analyst officer Ali Waqas Compensation officer Muhammad Sohail Labour Relation officer

Introduction

Training & Development is the field concerned with organizational activities aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning & development.

Training & Development ensures that randomness in organizational setting is reduced, and learning or behavioral change takes place in structured format. The conflicts at workplace, with perhaps the most devastating career consequences, are those that take place between employees and their bosses. Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success.

Training & Development encompasses three main activities: training, education, and development. These three are often considered to be synonymous; however, they encompass three separate, although interrelated, activities:

-1. Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

2. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

3. Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

Most of the organizations never used to believe in training before. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth the time and efforts involved.

Organizations used to believe more in executive pinching. But now the scenario seems to be changing. Organizations have now realized the importance of corporate training. Training is now considered as more of retention tool than a cost

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1

Name of the Project :

Professional skills Development

Professional skills training ensures you have the expertise needed for your Career Area. There’s a skills programme for each function, often with e-learning packages to help you transfer what you’ve learned to your everyday work.

Professional skills

Training takes place both at your company and on a national level with other graduates.

Professional Skills is the first of a series of programmes that continues as you develop. These are courses that often target specific areas of professional development, such as:

Marketing

• Marketing Foundation Programme • Brand Building Excellence

• Integrated Brand Communication

Finance

• Finance Academy Foundation Programme • Value Creation Workshop

• Innovative Business Partnering

Professional qualifications

Of course, we recognise that people joining the Unilever Graduate Leadership Programme come from a number of backgrounds. Some will have experience of business; others will not. So we offer a firm grounding, with business induction programmes. Through these they learn about operating company and gain a broad overview of Unilever’s corporate strategy and growth objectives.

In some functions employees study for professional qualifications, such as CIMA for Financial Management and CIPD for Human Resources. Unilever also support Supply Chain graduates in gaining Chartered Engineer status (IEE, IMechE and IChemE).

Moreover Some courses for the lower level employees will also be offered so that they maybe educated about the current needs of the organization.

Training and Development is a Process

So often when we design a plan, the plan becomes the end rather than the means. The plan is a general guide -- the real treasure found from implementing your plan is the learning you achieve. Learning is an ongoing process. Look at learning as a process and you enjoy the long time during the journey rather than the short time at the destination. 2

Location:

Institute of business Administration (IBA)

The IBA offers full-time business programs both at the Main and City Campus. It also offers a variety of part-time programs at the City Campus in the evenings. It is not uncommon to find entrepreneurs, practicing managers, government employees and technocrats all attending this programs. The diversity in their work backgrounds makes interaction, inside as well as outside the class, a rich and educational experience. Specialized executive education programs are conducted by the newly established Center for Executive Education (IBA-CEE) for professionals from the corporate world.

The programs will be offered with the coordination of Unilever Pakistan and IBA Lahore. The funding for the project will be allocated by the Unilever Pakistan and the employee who will be given the Training will be employed on key positions of the Company.

Authorities responsible for:

Stakeholders in Training & Development

The "stakeholders" in training and development are categorized into several classes: -

• The sponsors of training and development are senior managers of the organization.

• The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance.

• The participants are those who actually undergo the processes. • The facilitators are Human Resource Management staff. • The providers are specialists in the field.

Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.1

Plan provision

The Training and Development is a 3 month program for the senior employees so that the above mentioned courses will be beneficial for them. Unilever offers training session of employees every year based on the requirement of the Business. Hence the cost allocation and expenditure is specified in the Annual Financial Report. The participants will be accommodated in the hostels of the Unilever and IBA and will be provided basic facilities of Travelling and recreation.

Project objectives

Objectives of Training & Development

• Principal Objective - To make sure there is availability of a skilled and willing workforce to an organization and enlighten the partakers more about their

organization, its aspirations, challenges, and the business background in which it operates. This will help us make the human resources cognizant of the functions of different sections.

• Individual Objectives – To help employees in achieving their personal goals, this in turn, enhances the individual contribution to an organization. To train them to be aware of the significance of communication and enthusiasm in their day-to-day work as a tool for better organizational climate and morale. To see that once they go back after attending training, they feel that they belong to the organization.

• Organizational Objectives – To assist the organization with its primary objective by bringing individual effectiveness. To develop friendship, fellowship, support and trusteeship among trainees.

• Functional Objectives – To maintain the department’s contribution at a level suitable to the organization’s needs. Improved skills and capability of the trainers to associate inputs to outputs.

• Societal Objectives – To ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

Description, justification and technical parameters

The two campuses are spread over 80 acres. These compare in size and splendor to any campus of a world-class institution of higher learning. The facilities are immaculately maintained in line with the IBA tradition of excellence in all facets of its activities.

The IBA Main Campus is a large complex of buildings spread around lush green sprawling lawns, which serves as a backdrop to an extremely conducive environment for academic pursuit. It houses the program offices, faculty offices, a library, an auditorium, two computer labs and eleven classrooms.

The City Campus is in the heart of the business district of the city. Apart from housing 20 classrooms, it has a library, an auditorium, conference and seminar rooms, and four computer labs. The City Campus is also home to the Evening Program, which is attended mainly by professional managers. The classrooms at both the campuses are large and airy, and are fully-equipped with modern audiovisual facilities, to enhance the learning experience and make it more interactive. All facilities at both campuses are accessible to the students, faculty and course participants. The IBA’s computing facilities are being continuously upgraded to keep them in sync with fast paced advance in computing technologies. The IBA believes that a modern IT environment for students, faculty and administration is absolutely essential for providing quality.3

The IBA's IT department provides computing facilities to staff, faculty, and students. It also develops plans with objectives and actions that help achieve a highly

competitive and technology-intensive environment for the institute. Some of the services provided by this department include E-mail and Internet Service, IT Help Desk, Audio Visual Support, and Printing Services

Residences:

The IBA provider residential facilities for out-of-town full IBA students. The hostel is spread over and area of 1.75 acres with lush green lawns and is a short walk from the Main Campus. The hostel provides single accommodation for its students and has one hundred rooms.

The hostel provides many facilities to its residents: it is equipped with a gymnasium and an indoor table tennis room. Students use the TV Lounge, which is equipped with a big screen television and a satellite decoder, to socialize and to play indoor games Three month training will be provided in the IBA and the sponsorships will be provided by different departments of the organization.

Capital cost estimates

Marketing

FINANCE

7

Items

No. of

Membe

rs per

course

Unit

Fees

per

memb

er

Residential/ot

her Charges

(Per member)

Total

Residenti

al/ other

Charges

Total

Charge

s

Marketing Foundation Programme

₅

15,550

₃₀₀₀₀

_150,000

₂₂₇₇₅₀

Brand Building Excellence

10

15,550

30000

300000

455500

Integrated Brand Communication

₁₀

15,550

30000

300000

455500

Sources of financing

Equity:

The amount of equity to be financed from each source

 Sponsors own resources 90%

 Federal government 0%

 Provincial government 0%

 DFI's/banks 10%

 General public 0%

 Foreign equity (indicate partner agency) 0%

 NGO’s/beneficiaries 0%

 Others 0%

Project benefits and analysis

Financial:

Finance Academy Foundation Programme

5

15,550

30000

150,000

227750

Value Creation

10

15,550

30000

300000

455500

Innovative Business Partnering

10

15,550

30000

300000

₄₅₅₅₀₀

The newly-acquired skills and knowledge undergo modifications to fit the work condition. Participants may find their organizations offering support to use the training and also the support for continuing contact with the training institution. On the other hand, they may step into a quagmire of distrust. More effective behavior of people on the job is the prime objective of the training process conducted by an organization as a whole.

Training and development programs are also important to cope up with the changes in technology and with diversity within the organization. Today because of number of changes in technological fields, these programs are increasingly emphasizing on converting the organization to learning organizations and human performance.

Work Environment:

On the other hand, the important aspect of training and development programs is that it helps to avoid the managerial obsolescence. Organizational problems either major or minor can be solved our by these programs. These programs also play an important role managing the changes in organizational structure caused by mergers, acquisitions, rapid growth, downsizing and outsourcing.2

Implementation of the project

Project will start from the month of June and will be completed in three months. The remaining parts of the project will be as follows:

• Starting date June 1st _2009.

• First Session June 1-July 15

• First Session Course Assessment July 15th

• Mid Course break July 16 to July 21

• End of Second Session August 31 • Submission of Report by job Analyst September 5

Recreational Activity:

A week recreational trip to Northern Areas will be hosted by the Unilever Pakistan. The trip will be a part of the learning activity.

The cost of will be allocated on the basis of individual employees:

i. Total no. of visitors 60

ii. Per Night stay(per member) Rs. 4000

iii. Total no. of days 6

iv. Other expenses( Food, Travelling) Rs. 260,000 v. Total estimated cost(approx.) Rs. 500,000

TOTAL COST AND EXPENDITURE

:

Letter of recognition of effort

Item No. of members Per Unit Cost Total Cost

Marketing Courses 25 Rs. 37550 Rs. 938750 Finance Course 25 Rs. 37550 Rs. 938750 Tour Cost 60 Rs. 833 Rs. 50000 Other Cost - - Rs. 5000 Grand Total Rs. 1282500

In Organization development, the related field of training and development (T & D) deals with the design and delivery of learning to improve performance within organizations.

After Training the employees by an organization, next step is analyzing their training and development and issuing them letter of recognition. We have developed a letter of recognition for the Unilever employees.

24th _{may, 2009}

Asghar Ali Job Analyst Unilever Lahore

Dear ...

I am happy that your recent success to achieve/complete ... qualification/course will have been a pleasure to you.

However, I wanted to let you know that I was greatly impressed by your efforts and attitude in approaching your challenges, and I have every faith that you will succeed on your next attempt.

Being able to do a difficult task is always pleasurable. Moreover, we appreciate your interest and effort to complete this training session.

Keep up your excellent efforts. Best wishes,

Employee

Prepared by:_______________

1.Muhammad Shahzad Recruitment officer

________________

2. Muhammad Sohail

Labour Relation officer

Checked by : _____________

Asghar Ali

Job Analyst officer

Approved by :

_________________

Muhammad Arif

Chief HR officer

Performance Appraisal

Performance Appraisal

Performance appraisal is a process in which one values the employee contribution and worth to the organization.

The objectives of performance appraisal for Unilever are: 1.To help better current performances

2. To help in development of the employee. 3.To determine training and development needs. 4. To give employee feedback and counsel them 5. To review performance for salary purposes.

Employees across the entire organisation are appraised of their performance. In Unilever this is done periodically depending on the need of the organization. The various kinds of performance appraisal systems are:

Personality based performance appraisal system:

Here the appraiser is supposed to rate the personality traits of the person being appraised.

This is not in much in organisations as it very subjective and judgmental. It could also be biased and prejudiced.

Competence based performance appraisal system:

Here the job analysis is used and the employee is appraised for the skills he exhibits. For e.g. if his job entails dealing with the clients then he is judged foe his effectiveness in dealing with them. This enables both the organisation and the employee as to what deficiencies are to be overcome and can be useful in providing training to the

employee to better his performance.

Result based performance appraisal system:

This system concentrates on the final results achieved by the employee irrespective of his personality or deficiencies. This is totally related to the job and concentrates on the end results that are more important to the organization.

The HR person must also ensure that line managers are properly trained for carrying out the appraisal including interviewing techniques and on how to give feedback. The managers must also be trained to look at the cases objectively outside of their personal opinion of the candidate.

A performance appraisal program (PA program) is important to employees’ professional development, to meeting the company’s or firm’s goals or objectives and, ultimately, to contributing to the company’s or firm’s bottom line. No employer, whether a small CPA firm, a Big Four firm, a nonprofit organization, a government institution or a private or public company, should be exempt from having a formal PA program. Other benefits that could be derived from having a PA program include enhanced communications, an opportunity to effectively address performance problems, and improved employee morale.

Before creating a PA program, there are several factors to consider. The employer should first determine the objectives for the program. Second, the employer should develop a plan and timeframe for launching the program. Finally, the employer should prepare for any obstacles that might appear, and regularly consider ways to improve the program.

Performance Appraisal in Unilever:

Performance appraisal at Unilever is usually done periodically and after every 1year. The procedure followed for evaluation, is that the performance appraisal forms are distributed among the employees, in which they have to fill in the multiple choice questions related to the level of satisfaction with their co-workers and supervisors. Everything is done strictly and confidentiality maintained in the Evaluation System so that the managers can express their views in free and frank manner.

One Performance Appraisal method can highlight only some attributes as the Paired Comparison Method can only highlight the attributes like leadership, decision making

etc. So Unilever practices mix methods for appraising the performance as they believe that by doing so many critical incidents can be highlighted.

Techniques for Performance Appraisal at Unilever Pakistan

Rating Scales

The rating scale method offers a high degree of structure for appraisals. Each employee trait or characteristic is rated on a bipolar scale that usually has several points ranging from "poor" to "excellent" (or some similar arrangement).

The traits assessed on these scales include employee attributes such as cooperation, communications ability, initiative, punctuality and technical (work skills) competence. The nature and scope of the traits selected for inclusion is limited only by the imagination of the scale's designer, or by the organization's need to know. 3

Advantages

The greatest advantage of rating scales is that they are structured and standardized. This allows ratings to be easily compared and contrasted - even for entire workforces.

Each employee is subjected to the same basic appraisal process and rating criteria, with the same range of responses. This encourages equality in treatment for all appraises and imposes standard measures of performance across all parts of the organization. Rating scale methods are easy to use and understand.

Disadvantages Trait Relevance

Are the selected rating-scale traits clearly relevant to the jobs of all the appraisees? It is inevitable that with a standardised and fixed system of appraisal that certain traits will have a greater relevance in some jobs than in others.

Systemic Disadvantage

Rating scales, and the traits they purport to measure, generally attempt to encapsulate all the relevant indicators of employee performance. There is an assumption that all the true and best indicators of performance are included, and all false and irrelevant indicators are excluded.

Perceptual Errors

This includes various well-known problems of selective perception (such as the horns and halos effect) as well as problems of perceived meaning.

Perceived Meaning

Problems of perceived meaning occur when appraisers do not share the same opinion about the meaning of the selected traits and the language used on the rating scales.

Rating Errors

The problem here is not so much errors in perception as errors in appraiser judgment and motive. Unlike perceptual errors, these errors may be (at times) deliberate. .

Essay Method

In the essay method approach, the appraiser prepares a written statement about the employee being appraised.

The statement usually concentrates on describing specific strengths and weaknesses in job performance. It also suggests courses of action to remedy the identified problem areas.

The statement may be written and edited by the appraiser alone, or it be composed in collaboration with the appraisee.

Advantages

The essay method is far less structured and confining than the rating scale method. It permits the appraiser to examine almost any relevant issue or attribute of performance. This contrasts sharply with methods where the appraisal criteria are rigidly defined. Appraisers may place whatever degree of emphasis on issues or attributes that they feel appropriate. Thus the process is open-ended and very flexible. The appraiser is not locked into an appraisal system the limits expression or assumes that employee traits can be neatly dissected and scaled.

Disadvantages

Essay methods are time-consuming and difficult to administer. Appraisers often find the essay technique more demanding than methods such as rating scales.

The techniques greatest advantage - freedom of expression - is also its greatest handicap. The varying writing skills of appraisers can upset and distort the whole process. The process is subjective and, in consequence, it is difficult to compare and contrast the results of individuals or to draw any broad conclusions about

organizational needs.

Results Method

MBO (management by objectives) methods of performance appraisal are results-oriented. That is, they seek to measure employee performance by examining the extent to which predetermined work objectives have been met.

Once an objective is agreed, the employee is usually expected to self-audit; that is, to identify the skills needed to achieve the objective. Typically they do not rely on others to locate and specify their strengths and weaknesses. They are expected to monitor their own development and progress.

Advantages

The MBO approach overcomes some of the problems that arise as a result of assuming that the employee traits needed for job success can be reliably identified and

measured.

Instead of assuming traits, the MBO method concentrates on actual outcomes.

If the employee meets or exceeds the set objectives, then he or she has demonstrated an acceptable level of job performance. Employees are judged according to real

outcomes, and not on their potential for success, or on someone's subjective opinion of their abilities.

The guiding principle of the MBO approach is that direct results can be observed, whereas the traits and attributes of employees (which may or may not contribute to performance) must be guessed at or inferred.

The MBO method recognizes the fact that it is difficult to neatly dissect all the complex and varied elements that go to make up employee performance.

MBO advocates claim that the performance of employees cannot be broken up into so many constituent parts - as one might take apart an engine to study it. But put all the parts together and the performance may be directly observed and measured.

Disadvantages

MBO methods of performance appraisal can give employees a satisfying sense of autonomy and achievement. But on the downside, they can lead to unrealistic expectations about what can and cannot be reasonably accomplished.

Supervisors and subordinates must have very good "reality checking" skills to use MBO appraisal methods. They will need these skills during the initial stage of objective setting, and for the purposes of self-auditing and self-monitoring.

Performance Appraisal Forms of Top management

Section 1

Please complete this form, place it in a sealed envelope, and put it in __________'s box (managers, owners, whoever will be tallying the results, NOT the person being reviewed).In order to complete the anonymity of this form, please DO NOT SIGN it or put your name on it.

Name of person to be reviewed: ___________________________ Review Period: From ________ to ____________

Poor Average Fair Good Excellent 0 point 1 point 2 points 3 points 4 points 1. Professionalism 2. Listening Skills

3. Motivation among subordinates 4. How much he gives importance to others.

5. Is thoughtful and considerate of staff members

6. Self-control under pressure 7. Will admit it or apologize when wrong

8. Is punctual

9. Leaves personal affairs at home 10. Gives compliments and positive feedback

11. Provides on-the-job training 12. Interaction between staff members

13. Lets me know in a fair and constructive manner when I have done something wrong

14. Keeps his/her promises 15. the authority to do the job 16. Extraordinary Skills

Section 2

To be filled by the boss and appraised by the higher executives 1. List down the goals you have accomplished in this period: ________________________________________________________

2. Have you created any new business strategy? ____________________________________________

3.Summarize briefly how you feel you have contributed to the smooth running of the Organization over the past year?

___________________________________________________________________________ __________

4. What particular strengths do you feel you have and to what extent are they being used?

___________________________________________________________________________ __________

5. How would you assess your own ability to be organized and get things done?

Performance Appraisal for Department Managers

Name: ___________ Department & Title: _________ Feedback being provided for: ______________

Please rate on competencies below by writing yesin front of your choice

1.What are the areas of improvement for this employee in your opinion? 2.What do you think should be trained to this employee?

3.At what time the employee behaved against the standards?

Performance Appraisal form for self

assessment

Employee Self-Assessment Form

Employee Name: Employee ID: Current Job Title:

Evaluator’s Name and Title: Date: (m/d/yy)

1. List your goals for the previous year and your progress on each of them*.

Goals: Completed

On:

Expected Completion:

*For any goals not completed, list the obstacles that prevented you from reaching your goal during the previous year.

2. What department standards did you exceed this past year? 3. What resources do you need to do your job more efficiently and

effectively?

4. What growth opportunities would you like to pursue in the upcoming year?

5. List your goals, including time frames, for the upcoming year. 6. What else would you like to discuss during your review?

References

1. www.unilever.pk 2. http://www.coolavenues.com/know/hr/smitha-training-3.php 3. http://www.citehr.com/ 4. http://www.performance-appraisal.com/ratings.htm 5. www.rochester.edu/working/hr/performancemgt/employee_self_assessment.do c -23