人力资源管理经典实用课件：联合利华的职业生涯管理(英文)
《联合利华的职业生涯管理》英文 47页共48页
l driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
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Information Management Human Resource Management Quality & Business Excellence
U n ilev er
Why do we need the Path to Growth?
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180 Unilever
Deliver an incremental €2.7billion in operating profit by 2019
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
160
140
120
联合利华的职业生涯管理(英文版)(ppt 47页)
Resulting in (approximately): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
Central to this is an Enterprise Culture, which fosters
l passion for winning l connected creativity l liberating rigour
World Class Supply Chain
We aim to: Close the gap to world class in supply chain within three years
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Information Management Human Resource Management Quality & Business Excellence
l a sharply focused brand portfolio
l new, alternative channels
联合利华的职业生涯管理(英文PPT 47页)48页PPT
Increase operating margin from 10% to 15% by 2019
years
By: Establishing a Global Buying programme Establishing a world class manufacturing programme Resulting in (approximately):
100 fewer manufacturing sites €€1.6 billion buying savings by end 2019 €€0.5 billion manufacturing savings per annum
a sharply focused brand portfolio
new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
联合利华的职业生涯管理-英文 47页
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
Path to Growth identifies what we will do to deliver on our promises to shareholders:
Increase revenue growth to 5% per annum
Increase operating margin from 10% to 15% by 2019
Central to this is an Enterprise Culture, which fosters
l passion for winning l connected creativity l liberating rigour
World Class Supply Chain
We aim to: Close the gap to world class in supply chain within three years
l a sharply focused brand portfolio
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
processes and their linkages • Business behaviours • Outstanin Process Model
联合利华的职业生涯管理(英文)
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
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Plan
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Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
Finance Management Safety, Health & Environment
160
140
120
Peer Group
Peer Group:
Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico
联合利华的职业生涯管理(英文版)
Career Management at UnileverUnilever LogoUnilever LogoAt Unilever, we believe in empowering our employees to develop and succeed in their careers. We understand the importance of career management and provide various resources and opportunities for personal and professional growth. In this document, we will discuss the career management program and initiatives at Unilever in detail.Introduction to UnileverUnilever is a multinational consumer goods company with a diverse portfolio of products including food, beverages, cleaning agents, and personal care products. With a strong emphasis on sustainability and social responsibility, Unilever operates in over 190 countries and has a workforce of more than 155,000 employees worldwide.Career Management Philosophy at UnileverAt Unilever, we believe that career management is a shared responsibility between the company and the employees. Our goal is to create an environment that fosters personal and professional growth, enabling individuals to reach their full potential. We implement a comprehensive career management program that ensures our employees have the necessary tools and support to navigate their careers within the organization.Key Elements of Unilever’s Career Management Program1. Individual Development Plan (IDP)Unilever encourages employees to create an Individual Development Plan (IDP) that outlines their short-term and long-term career goals. The IDP helps employees identify areas for development, set objectives, and create an action plan to achieve those goals. Through regular discussions with managers, employees can review their progress and make necessary adjustments to their IDP.2. Training and Development OpportunitiesUnilever provides a wide range of training and development opportunities to enhance the skills and knowledge of its employees. We have a dedicated Learning and Development team that designs and delivers various training programs, workshops, and courses. These offerings cover different aspects of professional development, ranging from leadership skills to technical expertise.3. Mentoring and CoachingMentoring and coaching programs are an integral part of Unilever’s career management initiatives. We believe in the power of learning from experienced professionals and provide opportunities for employees to connect with mentors and coaches. These relationships help individuals gain insights, perspectives, and guidance to navigate their careers effectively.4. Internal MobilityUnilever encourages internal mobility, allowing employees to explore new roles, functions, and geographies within the organization. We have a structured internal job posting system that enables employees to apply for opportunities across different teams and departments. Internal mobility not only promotes career growth but also fosters a culture of diverse experiences and knowledge sharing.5. Performance ManagementUnilever’s performance management process is designed to assess and reward employees based on their contributions and achievements. Clear performance objectives are set, and feedback is provided regularly to help individuals understand their strengths and areas for improvement. The performance management process is linked to career development, as it helps identify potential high-performers and provides visibility for advancement opportunities.6. Succession PlanningUnilever invests in succession planning to ensure a strong talent pipeline for future leadership positions. The company identifies and develops top talent through a rigorous assessment process and creates development plans tailored to their career aspirations. Succession planning not only ensures continuity but also provides growth opportunities for employees who demonstrate leadership potential.ConclusionUnilever is committed to providing a comprehensive career management program that supports employees in their personal and professional growth. Through initiatives like individual development plans, training and development opportunities, mentoring and coaching, internal mobility, performance management, and succession planning, employees can navigate their careers effectively and realize their full potential. At Unilever, we believe that investing in career management is essential for both the growth of our employees and the success of our organization.。
联合利华的职业生涯管理-英文 47页
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
Deliver an incremental €2.7billion in operating profit by 2019
联合利华的职业生涯管理-英文 47页
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
• A tool for development and assessment of performance
– By helping our leaders grow, we will grow our business
• Roles:
– with strategic focus – in a more operational environment,
联合利华的职业生涯管理-英文 47页
new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
years
By: Establishing a Global Buying programme Establishing a world class manufacturing programme Resulting in (approximately):
100 fewer manufacturing sites €€1.6 billion buying savings by end 2019 €€0.5 billion manufacturing savings per annum
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
Finance Management Safety, Health & Environment
Technology Management
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
联合利华的职业生涯管理-英文 47页
• Roles in related professions, e.g. R&D, Customer Management
The Leadership Growth Competencies
Focus on Growth (in every sense)
What is the Leadership Growth Profile?
It is :
• A leading edge competency model that focuses on driving growth throughout the business
100 Q4 97 Q1 98 Q2 98 Q3 98 Q4 98 Q1 99 Q2 99 Q3 99 Q4 99 Q1 00 Q2 00 Q3 00
(Based on Quarterly Average Share prices)
The Market is concerned about our ability to execute our strategy
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
• Increased margins through:
《联合利华的职业生涯管理》英文 47页
By: Establishing a Global Buying programme Establishing a world class manufacturing programme Resulting in (approximately):
100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
Central to this is an Enterprise Culture, which fosters
passion for winning connected creativity liberating rigour
World Class Supply Chain
We aim to: Close the gap to world class in supply chain within three
• Roles in QA, SHE and Technical Management
Building Successful Careers Focuses On:
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• Roles in related professions, e.g. R&D, Customer Management • Roles in QA, SHE and Technical Management
Successful careers are based on outstanding performance founded on skills, competencies and experience
Building Careers - Key Principles
Experience Professional Skills
• „Beating the Fade‟:
• continuous innovation and cost savings
• Growth through:
• • •
• • • •
making new products available improved distribution better customer service
– By helping our leaders grow, we will grow our business
• Emergence of Supply Chain process roles
• A career in the Supply Chain requires development of breadth and depth of skills, Leadership competencies, and experience
The Supply Chain Process Model
Supply Chain Mission & Strategy
Brand Development Brand Development
Customer Customer Development Development
Suppliers Suppliers
allowing us to focus our investment on advertising and development allowing us to reduce costs and increase investments
áIncrease operating margin by
simplifying our processes and structure driving synergies and efficiencies across the supply chain
Central to this is an passion for winning
Enterprise Culture, which fosters
connected creativitຫໍສະໝຸດ liberating rigour
World Class Supply Chain
We aim to: Close the gap to world class in supply chain within three years By: Establishing a Global Buying programme Establishing a world class manufacturing programme Resulting in (approximately): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver • Roles which focus on
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– – – – factories regional supply chains business groups corporate centre
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
The Leadership Growth Competencies
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
U n i l e v e r
Why do we need the Path to Growth?
“The only way to safeguard our position is to perform, to deliver, and to grow our business.”
Supply Chain - What does it take to succeed?
• Depth and breadth of the Supply Chain Professional Skills • An excellent overall understanding of the business, it‟s processes and their linkages • Business behaviours • Outstanding performance
200
Unilever Share Price Performance v Peer Group “Shadow” Unilever Share Price Performance v Peer Group “Shadow”
180
Unilever
160
Peer Group
Peer Group: Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico
140
120
100 Q4 97
Q1 98
Q2 98
Q3 98
Q4 98
Q1 99
Q2 99
Q3 99
Q4 99
Q1 00
Q2 00
Q3 00
(Based on Quarterly Average Share prices)
The Market is concerned about our ability to execute our strategy
Focus on Growth (in every sense)
What is the Leadership Growth Profile? It is :
• A leading edge competency model that focuses on driving growth throughout the business • A tool for development and assessment of performance
Building Successful Careers Focuses On:
• Processes and tools used in career development
• Key career building blocks
• Career phases • The need for breadth and depth of skills and experience • The impact of each individual‟s potential • The importance of tactical and strategic career planning
• Capital efficiency improvements:
These elements together contribute more than 50% of Unilever‟s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
cost savings along the supply chain overhead cost reduction reducing complexity minimising investment in plant & equipment and inventories
• Increased margins through:
Path to Growth -- 6 primary strategic thrusts