联合利华的职业生涯管理

合集下载

联合利华的职业生涯管理

联合利华的职业生涯管理Path to Growth -- 6 primary strategic thrustsWorld Class Supply ChainWe aim to:●Close the gap to world class in supply chain within three yearsBy:●Establishing a Global Buying programme●Establishing a world class manufacturing programmeResulting in (approximately):-100 fewer manufacturing sites-€€1.6 billion buying savings by end 2002-€€0.5 billion manufacturing savings per annumSupply 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 performanceThe Supply Chain Process ModelSupply Chain - the Heart of Operations•Plan/Source•Plan/Make•Plan/DeliverPlanning links the processes togetherDriving Value Creation in the Supply Chain•‘Beating the Fade’:•continuous innovation and cost savings•Growth through:•making new products available•improved distribution•better customer service•Increased margins through:•cost savings along the supply chain•overhead cost reduction•reducing complexity•Capital efficiency improvements:•minimising investment in plant & equipment and inventoriesOrganisational Development•Business has moved, and continues to move, towards process management •Emergence of Supply Chain process roles•A career in the Supply Chain requires development of breadth and depth of skills, Leadership competencies, and experienceWhat do Supply Chain people in Unilever do?•Roles in different parts of the organisation–factories–regional supply chains–business groups–corporate centre•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–the multi-local aspects of the business at a national or regional level–the multinational aspects•Roles in related professions, e.g. R&D, Customer Management•Roles in QA, SHE and Technical ManagementBuilding 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•The need for a global perspective•Planning life and careerBuilding Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceBuilding Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceWhat 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–By helping our leaders grow, we will grow our business•Applicable to everyone at WL2 and aboveWhy we need to develop Competencies?SUPERIOR JOB PERFORMANCEWhat are Competencies?The Iceberg ModelCompetencies are:How was the LGP developed?Step 1:•Was developed by a rigorous research process:–Assessment of Unilever’s business context, the challenges facing leaders and the capabilities needed to achieve growth–In-depth research of 39 Unilever ‘growth’ leaders•Interviews and feedback from colleagues–Comparison of the Unilever ‘growth’ leadership characteristics to a world-class benchmark sample•Large international organisations•Achieved substantial growth in own sectorsResult: LGP was rolled out to WL6 and 5 in 2000How was the LGP developed?Step 2:•Focus groups and interviews with WL2, 3 and 4 in 14 countries around the world–Tested relevance and made relevant adjustmentsResult: Now rolling out to all WL2+ managers across UnileverHow were the Criteria Established?•Original Research Compared and Contrasted Two GroupsHow were the External Benchmarks used?•Compared both groups to competencies required to meet the future strategy and against the external benchmark populationWhat makes a world-class leader of growth?World-class leaders of growth:•Driven by bigger ambition and drive for step change•Generate and encourage ‘big’ thinking•Are highly ‘street smart’ and savvy•Think and act over a longer term perspective•Energise others for significant change•Demonstrate a greater focus on individuals - developing, empowering and holding them accountable•Use highly effective influencing strategies to gain support: they know how to orchestrate the organisation - colleagues, bosses, their teamsHow does Unilever measure up?•Although the best of the Unilever sample demonstrates these behaviours and creates growth orientated climates, we are often still more ‘controllers’ than ‘enablers’ in our leadership style.•We are good, but we know we can be betterHow is the LGP different?•Directly related to our current business agenda - Growth•Externally benchmarked against the best•One set of competencies for all levels•Creates a focus on development of outstanding leaders at every level•It is easily modified to support future new business goalsAs a result, LGP will replace the ‘Effective Unilever Manager’ competenciesLGP - The Levels•Four levels:–Foundational–Developing–Growth–World ClassExample: Passion for GrowthLGP - The Levels (continued…)•Behaviours needed to demonstrate World Class are very stretching–This reflects our business targets–We can’t have significant growth without an incremental shift in behaviourBut…..•These behaviours are not beyond our capabilities–We need to make our people development a higher priority•To help people assess their performance against the profile, target criteria have been established for each work levelPassion for GrowthDoes this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER outstanding results?•Ambitious to hit set targets and standards•Deliver on commitments made to others•Persist in overcoming obstacles to success•Take full responsibility for delivering their contribution to the businessUsing the LGP and CompetenciesWhere has LGP been used so far?•Already used for:–Assessment of all WL5 and WL6–Personal development planning for WL5/6–Executive selection–One element of WL4 assessment in Unilever/Bestfoods mergerGoing Forward - Future Uses of LGPThe LGP will be used in:•PDP - in all organisations for WL2 and above by 2002/2003 PDP cycle–Individual performance and capability will be assessed against the LGP competencies based on previous 2 - 3 years’ data•Self-assessment and personal development planning•Listing•Ranking for WL4 (others may follow)•Assessment, selection and recruitment of all posts at Graduate level and aboveNext Steps for you•Access the ‘How good can I be?’ document on the HR website [address] to understand the model, the competencies within it and how to use the model•Study the target criteria for your role and work level in the document•Consider your strengths and development needs against the model•Work with your manager and your employees (either in the PDP process or independently) to identify critical gaps to close - and build and implement an action planBuilding Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceSupply Chain Professional SkillsBuilding a Supply Chain careerLearn the Trade•at least 2 of the 4 Supply Chain sub-processes (Plan, Source, Make, Deliver).•(especially those with Finance/Business backgrounds): Technology as a Supply Chain enabler.Building a Supply Chain careerAct as a Businessman•As a Supply Chain leader at WL3 you will need to gain experience in:•managing in an integrated SC•leading a SC sub-process at regional levelBuilding a Supply Chain careerStrategy into Action•As a Supply Chain Director at WL4 you will need to gain experience in:–operational management of integrated supply chains–leading strategic development of Supply Chain or sub- processes at regional/international level (BG/ Corporate/Category)The Supply Chain Career Platform:My Professional Development•There are Supply Chain jobs at every level in Unilever•Progress to senior levels by moving through challenging jobs.•Unique experience of working in positions of different types•Work alongside other business processes, including:•Financial Management•Customer Development•Brand Development.The bottom line: Unilever is a Meritocracy•Unilever’s focus on performance, and the use of obje ctive means by which to assess skills, experience, competencies and potential,•will lead the best managers to reach the most senior levels in the business.What do you do next?•Use PDP to develop skills and competencies•Use each career step as a learning experience•Be realistic about your own potential•Deliver outstanding performance。

联合利华的职业生涯管理(英文版)(ppt 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
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
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
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

01
联合利华公司概述
公司历史与文化
01
02
03
180多年历史
联合利华成立于180多年前，是一家历史悠久的全球性消费品公司。
价值观与愿景
联合利华秉承“增长、创新、可持续”的价值观，致力于成为全球领先的消费品公司。
多元化与包容性
联合利华重视多元化和包容性，鼓励员工发挥自己的特长和潜力。
业务范围与市场地位
总结词
定期评估与反馈
详细描述
公司定期对初级员工进行绩效评估，及时给予反馈和建议，帮助他们改进工作表现，提升个人能力。
中层管理人才培养
总结词
领导力培训与实践
01
总结词
跨部门项目经验
03
总结词
继任计划与储备
05
02
详细描述
针对中层管理人员，联合利华提供领导力培训课程，培养他们在团队管理、决策制定和沟通协调等方面的能力。
业务范围
联合利华的业务涵盖食品、个人护理、家庭护理等多个领域，拥有众多知名品牌。
市场地位
联合利华在全球消费品市场占有重要地位，是全球最大的消费品公司之一。
创新能力
联合利华注重创新，不断推出新产品和品牌，以满足消费者需求。
组织架构与团队规模
组织架构
人才培养
联合利华采用矩阵式组织架构，由多个业务单元和区域组成，以提高协同效应和效率。
04
详细描述
中层管理人员会被分配到跨部门项目，以提升他们跨部门协作和资源整合的能力，增强全局观和战略意识。
06
详细描述
联合利华重视中层管理人员的继任计划，选拔有潜力的管理人员进行重点培养，为公司高层领导岗位储备人才。

联合利华的职业生涯管理(英文版)

联合利华的职业生涯管理(英文版)Unilever Career ManagementIntroductionUnilever is a multinational consumer goods company with a diverse portfolio of brands. As a company committed to sustainable living and improving the quality of life, Unilever offers exciting career opportunities and a comprehensive career management program for its employees. This article will explore the various aspects of Unilever's career management, including recruitment, training and development, performance management, and career advancement opportunities.RecruitmentUnilever adopts a strategic approach to recruitment, aiming to attract and select individuals who embody the company's values and principles. The recruitment process includes various assessments and interviews to ensure candidates possess the necessary skills, competencies, and cultural fit. Unilever values diversity and strives to create an inclusive workforce, which is reflected in its recruitment practices.Training and DevelopmentUnilever believes in investing in its employees' growth and development. The company offers a range of training programs and development opportunities to enhance skills and knowledge. New employees undergo an induction program to familiarize themselves with the company's culture, values, and strategies. Regular training sessions, workshops, and seminars are conducted to keep employees updated on the latest industry trends andpractices.Unilever also encourages its employees to pursue further education and provides support through various sponsorship and scholarship programs. These initiatives not only benefit the individuals but also contribute to the growth and success of the company. Performance ManagementUnilever values performance and sets high standards for its employees. The company uses a performance management system that enables individuals to set clear goals, receive feedback, and track their progress. Regular performance reviews are conducted to evaluate employees' performance against these goals and provide constructive feedback for improvement.Unilever acknowledges and rewards exceptional performance through incentives, bonuses, and recognition programs. This not only motivates employees but also creates a culture of excellence and encourages continuous learning and improvement.Career Advancement OpportunitiesUnilever provides numerous opportunities for career advancement and progression. The company believes in promoting from within and offers various internal mobility programs that allow employees to grow and explore different roles and functions. Unilever also ensures transparency in the promotion process, with clear criteria and guidelines for career advancement.Additionally, Unilever supports employees in identifying their long-term career goals and provides guidance and resources to helpthem achieve these goals. Through mentorship programs, job rotations, and international assignments, employees are exposed to different experiences and perspectives, enabling them to develop a well-rounded skill set.ConclusionUnilever's career management program offers employees a comprehensive and structured approach to career growth. From strategic recruitment to continuous training and development, the company invests in its employees' professional growth. Performance management and career advancement opportunities further foster a culture of excellence and provide individuals with the tools and resources needed to succeed. By prioritizing career management, Unilever ensures that its employees are engaged, motivated, and capable of driving the company's success in the long run.Sure, here is the continuation of the article on Unilever's career management, expanding on additional aspects such as employee engagement, work-life balance, and diversity and inclusion.Employee EngagementUnilever recognizes that engaged employees are more productive, committed, and likely to contribute to the organization's success. The company places a strong emphasis on fostering a positive work environment where employees feel valued and supported. One way Unilever achieves this is through regular communication and feedback channels such as team meetings, town halls, and employee surveys.Unilever also encourages employees to participate in decision-making processes through initiatives like employee resource groups and cross-functional teams. These opportunities allow employees to have a voice in shaping the company's direction and contribute their unique perspectives.Work-Life BalanceUnilever understands the importance of work-life balance in promoting overall well-being and job satisfaction. The company recognizes that employees have personal commitments and strives to create a flexible work environment. Unilever offers flexible working arrangements, including remote work options, flexible hours, and part-time employment.Additionally, Unilever promotes employee health and wellness through various programs and benefits. The company provides access to fitness facilities, wellness programs, and employee assistance programs to support physical and mental well-being. By promoting work-life balance, Unilever helps employees maintain a healthy and fulfilling lifestyle.Diversity and InclusionUnilever is committed to creating an inclusive workplace that celebrates diversity and promotes equal opportunities. The company believes that diversity fosters creativity, innovation, and a broader range of perspectives, which are essential for business success.Unilever actively implements diversity and inclusion initiatives, including training programs, mentorship opportunities, and employee resource groups. These programs aim to raise awareness,educate employees on unconscious biases, and foster a culture of respect and inclusion.Furthermore, Unilever follows a comprehensive diversity and inclusion policy that ensures fair and unbiased recruitment, promotions, and evaluations. The company also partners with external organizations and initiatives that promote diversity and inclusion to further advance these principles.Employees' Social and Environmental ImpactUnilever's commitment to sustainable living extends beyond its products and production processes. The company encourages its employees to make a positive impact on society and the environment through various initiatives and volunteering opportunities.Unilever supports employees who are passionate about social and environmental causes by providing resources, networks, and platforms to initiate and participate in projects aligned with the company's sustainability goals. This not only contributes to the greater good but also helps employees develop leadership skills and a sense of purpose.ConclusionUnilever's career management program encompasses various elements that promote employee engagement, work-life balance, diversity and inclusion, and social and environmental impact. By prioritizing these factors, Unilever creates a supportive and inclusive work environment where employees can thrive and contribute to the company's success.Through strategic recruitment, extensive training and development opportunities, and performance management practices, Unilever invests in its employees' growth and empowers them to reach their full potential. The company's commitment to diversity and inclusion ensures that all employees feel valued, respected, and included, regardless of their backgrounds or differences. Ultimately, Unilever's career management program not only benefits individual employees but also contributes to the company's overall success and its mission of creating a brighter future for all.。

联合利华朴素的职业生涯管理

联合利华朴素的职业生涯管理虽然联合利华一直享誉职业生涯管理，但归纳起职业生涯管理的经验，却显得十分朴素——“职业生涯管理的核心应该是让员工拥有愉快的工作体验，并且使之形成一种文化。

当缺乏了主客观条件，所谓的制度、文件和职业地图都没有意义。

“联合利华的职业生涯发展迅速，能带你体验未曾想象的境界。

”在联合利华的中文网站上，这句话甜蜜而富有挑逗性。

对于广大求职者来说，通常会把这句话理解为，只要踏进联合利华的门槛，并且自身表现不太坏，就一定能获得升职。

但在联合利华大中国区副总裁肖琳看来，员工职业生涯发展是一件员工、管理者和企业三方联动的事，三者缺一不可。

“职业生涯管理就是为了员工晋升而进行的专项管理。

”在随机调查中，很多职场人士将职业生涯管理的结果之一——晋升，作为其对职业生涯管理理解的全部。

对企业来说，这个认识所产生的最不幸的结果就是，当员工发现其在企业中无法获得晋升时，就会用跳槽来满足自己的价值取向，通过“Z”型法则在另一家公司获得更高的职位。

“HR有责任去帮助员工更正这种看法，并要通过切实可行的方式。

”在联合利华，人力资源部门在员工职业生涯发展中的定位是“职业咨询顾问”和“细致的资源掌握者”。

“我们需要与员工沟通，他们的职业生涯能够获得发展，不仅仅表现为单一的升职。

还有通过公司提供的锻炼机会和培训等获得个人能力的提升，以及工作满意度的提高，或者让员工获得工作与生活的平衡等多重指标。

”公司每年为雇员报销最多参加3门课程学习所需学费的90%。

肖琳说，“换句话说，好的职业生涯管理应该是一件让大家都感觉到愉快的事，我们要做得就是找到使员工感到愉快的理由，并把这种愉快的经历延长。

”但尽管如此，联合利华还是以能为众多员工提供晋升岗位著称，除了HR、直线经理和文化的功劳，还得益于其国际性事业平台的先天优势。

肖琳介绍，职业生涯管理应看作是满足管理者、员工和企业3者需要的一个动态过程。

首先，员工个人最终要对自己的职业发展计划负责，这就需要每个人都要清楚地了解自己所掌握的知识技能、能力、兴趣和价值观等。

联合利华的职业生涯管理

What is our strategy for the Path to Growth?
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):
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
2020年7月18日星期六
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 2004 Deliver an incremental €2.7billion in operating profit by 2004
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr