联合利华的职业生涯管理(1)
联合利华的职业生涯管理
• Roles in related professions, e.g. R&D, Customer Management • Roles in QA, SHE and Technical Management
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– – – – factories regional supply chains business groups corporate centre
Plan
Source Make Deliver
Consumers Consumers & & Customers Customers
Information Management Human Resource Management Quality & Business Excellence Finance Management Safety, Health & Environment Technology Management
• 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
联合利华的职业生涯管理培训
联合利华的职业生涯管理培训
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
• 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
• Increased margins through:
– cost savings along the supply chain – overhead cost reduction – reducing complexity
• Capital efficiency improvements:
– minimising investment in plant & equipment and inventories
– 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
联合利华的职业生涯管理培训
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)
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
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联合利华的职业生涯管理
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
l simplifying our processes and structure
l driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
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
“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?
联合利华的职业生涯管理(1)
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
Deliver an incremental €2.7billion in operating profit by 2004
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
breadth and depth of skills, Leadership 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
160
140
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Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
l simplifying our processes and structure
l driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
• 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
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
breadth and depth of skills, Leadership competencies, and experience
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
Deliver an incremental €2.7billion in operating profit by 2004
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
• A tool for development and assessment of performance
– By helping our leaders grow, we will grow our business
• Applicable to everyone at WL2 and above
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
“The only way to safeguard our position is to perform, to deliver,
and to grow our business.”
Supply Chain - Wceed?
• Depth and breadth of the Supply Chain Professional Skills • An excellent overall understanding of the business, it’s
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
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
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
l using consumer insight to deliver superior consumer benefits
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
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
• Increased margins through:
– cost savings along the supply chain – overhead cost reduction – reducing complexity
• Capital efficiency improvements:
– minimising investment in plant & equipment and inventories
l a sharply focused brand portfolio
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
• Roles in QA, SHE and Technical Management
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 • The need for a global perspective • Planning life and career
– 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
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
Finance Management Safety, Health & Environment
Technology Management
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
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