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
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)
Resulting in (approximately): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
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We aim to: Close the gap to world class in supply chain within three years
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联合利华的职业生涯管理培训
Increase operating margin from 10% to 15% by 2004
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What is the Leadership Growth Profile?
It is :
• A leading edge competency model that focuses on driving growth throughout the business
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
联合利华的职业生涯管理培训
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
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
U nilever
Why do we need the Path to Growth?
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• 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
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
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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培训
Increase revenue growth to 5% per annum
Increase operating margin from 10% to 15% by 2004
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
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
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
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
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
a sharply focused brand portfolio
new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
160