WE IDENTIFIED 3 MEGA-TRENDS THAT WILL IMPACT THE WORLD

(1)

Unilever Talent Management

(2)

WE IDENTIFIED 3 MEGA-TRENDS

THAT WILL IMPACT THE WORLD

1

2

3 Shift of economic power to

the East and to the South

Shift of power to the

Consumers – digitisation &

social media

“The end of the age of

abundance”

(3)

KEY TALENT PRACTICES IN

ATTRACTION & RETENTION

2

3

1 Accelerating

Talent and

Organisation

readiness to partner

business ambition

Attracting & Retaining Talent

for an

€80bn business

Developing Leaders

ahead of growth

(4)

ACCELERATING

TALENT AND

(5)

The Talent & Organisation Readiness

Framework

Talent

Skills

Organisation

• Confidence (will to win)

• Commitment (the extra

mile)

• Motivation (pride)

• Org structure

• Roles & responsibilities

• Decision making

• Leadership skills

• General management skills

• Functional skills

• Skill development programs

• Headcount supply &

demand

• Talent management

process

Organisation

Culture

TALENT & ORGANISATION ASSESSMENT:

(6)

Mobilisation

Diagnostic

Synthesis

Move to

Action

• Agree scope and

approach

• Generate interest

from stakeholders

• Assemble project

team

• Initiate data

collection

• Run analysis to

evaluate T&O

readiness

• Deep dive into key

areas as required by

unit situation

• Define

opportunities to

improve unit T&O

readiness

• Identify quick wins

and longer term

actions/ initiatives

• Workshop to discuss

diagnostic results

and agree actions

• Develop

implement-ation/ roll-out plan

(~4 weeks)

(~5 weeks)

(~4 weeks)

(~2 weeks)

T+O ASSESSMENT INVOLVES FOUR

PHASES TO DRIVE TO RESULTS

(7)

ATTRACTING AND

RETAINING TALENT

(8)

BUILDING TALENT FOR AN €80BN

COMPANY REQUIRES A STEP CHANGE

• 800 Management

Trainees 2012

• Mid-Career Recruits

• 1850 Leadership

Development

programmes in 2013

Talent Demand

Talent Supply

€80bn

€40bn

• International

Assignees

Add

numbers

(9)

GREAT PLACE, GREAT PEOPLE

• #1 FMCG graduate employer of choice in 24 countries

• Highest ranked FMCG on LinkedIn’s InDemand index

Largest FMCG Facebook page

dedicated to careers

One Global Employer Brand Proposition

(10)

UNILEVER FUTURE LEADERS PROGRAM

ACCELERATED CAREER START...

• Attract

top-tier

• Select

candidates who have the knowledge, skills, ability

and attitude to become our future leaders

• Accelerate

development

through early international

exposure, job rotation and structured ongoing education

• Competitively

reward

these individuals, with

‘up or out’

(11)

(12)

We practise talent

with openness,

diversity and

inclusion at its heart.

We assess the

current performance

as well as the

potential of our

current and future

leaders.

We take an enterprise

wide view of talent so

that our best players

have the biggest

impact in Unilever.

Our leaders play a

primary role as

talent champions.

We will develop all

our people to be the

(13)

(14)

1. The Mentee

contacts the

Mentor to

arrange the

first

mentoring

session

MENTORING

2. The Mentor

should not be

in your

reporting line

(e.g

manager’s

manager)

The 10 Rules

of

Engagement

3. Confidentiality

4. Relationships

should last at

least 12 months

5. Meet

monthly

(face-

to-face/virtually)

6. Get

mentoring

sessions in

diaries in

advance to

avoid

availability

issues

7. Avoid

cancelling

sessions

wherever

possible

8. Create a

development plan

and have clear

development

goals

9. Be clear on

what your target

role is you need

development for

10. Challenges

of virtual

mentoring

sessions vs

face-to-face

(15)

WAVE 8

WAVE 9

Unilever Mentoring

Programme Launched

_{>100 Females Enrolled}

Local Country/MCO function

Mentoring programmes are

currently being implemented

Increase in the numbers of

HP3 (manager level) females

Being mentored within key

Markets and functions

100% of HP4 (Director level)

and HP5 (VP Level) females

are being mentored

29% of all mentees who have

participated in Waves 1-7 have been

promoted to the next work level

100% coverage of all HP4

and WL4 females

being mentored

>200 Females Enrolled

MARCH 2009

OCTOBER 2011

(16)

DEVELOPING

LEADERS

(17)

WORLD CLASS LEADERSHIP

DEVELOPMENT PROGRAMMES

SVP

VP

Director

Manager

_{HP3: Leadership}

Transition to Director

HP2: Leadership

Transition to Manager

Excel-rator: early talent

identification

ULDP: Executive

Leadership Devt

HP4: Leadership

Transition to VP

Excel-rator: early talent

identification

(18)

PERFORM

ACHIEVE

CHANGE

ESTABLISH

WL5

WL4

WL3

WL2

WL1

R

E

V

IE

W

R

E

V

IE

W

N

E

W

R

OLE

ULDP

ULDPII

ULDP

UMDP Pioneer

GOL

D

UMDP Explore UMDP Discover Authentic Leadership, Leadership Purpose, Dev Plans

for Leaders (15) Core Mgmt Effectiveness for WL3s (14) Talent Tools and Processes (9) Core Mgmt Effectiveness for WL2s (13) Intro to Development and Tools (9) Core Mgmt Effectiveness for WL1s (12)

Excel-Rator²

WL2 Key Talent Acceleration Programme (19)

Excel-Rator³

WL3 Key Talent Acceleration Programme (20)

HP5

Four Acres Leadership Programme for Designated HP5s (31)

HP4

HP3

(Locally delivered)

HP2

(Locally Delivered)

General Management/Board

Development Programme

Four Acres Senior Executive. General

Mgmt Development Programme (31)

General Management

Transition Programme

(31)

UFLP

Graduate Trainee Programme Structured Learning Paths (29)

GE

NE

RA

L

S

KI

L

S

CUR

RI

CU

L

UM

C o re s k il ls p ro g ra m m e s o ffe re d g lo b a ll y v ia A c c e n tu re

P

ROF

E

S

IONA

L

S

KI

L

S

CU

RR

ICU

L

UM

F u n c ti o n a l s k il ls p ro g ra m m e s o ffe re d b y re le v a n t A c a d e m ie s

S

E

NI

OR F

UN

CT

IONA

L

Pr o g ra m m e s O ffe re d b y A c a d e m ie s L o c a ll y O rg a n is e d O ri e n ta ti o n Pr o g ra m m e s

General Management

Transition Programme

(31)

headstar

t

Four Acres Mid-level Executive Orientation Programme for mid-career

recruits (30) (31)

(19)