How Unilever People Place and Performance HR vision works
Discuss about the Unilever People Place and Performance.
Unilever aims at creating a platform and culture where their employees are endowed at act like entrepreneurs and business owners. The analytical approach adopted by the company has assisted it to reach the new and innovative level of transparency both internally as well as externally on all the levels i.e. corporate level and people based level. Regarding to corporate paybacks, Unilever has been unambiguous in stating its major targets in the public then reporting grip against them (Cavusgil, Tamer, Pervez, Ghauri, and Akcal).
There are three major goals of the Unilever Sustainable Living plan i.e. to enhance the health and wellbeing of the customers and its employees, decrease the impact of environmental issues and uplift livelihoods. Assisting all the goals helps in better performance of social, environmental and economic issues across the entire value chain. Unilever also aims at adopting talent strategy which integrate the compass strategy as well. Maintaining people, place and performance is one of the challenge which aims at how to protect the best talent, how to provide best work place and how to make people perform best to gain productive outcomes. Unilever has successfully accepted the three fold challenge and created platform which will best satisfy the company as well as its potential customers (Grant and Robert).
It is very crucial for senior management, including HR management, to focus on mid and long-term market forecasts and human resource needs because of the painful boom-and-bust cycle of the budget cuts and rapid growth. The boom and bust phases are really complex phase to manage because it all depends on analyzing and evaluating the market in a more precise form (Chakravarthy, Bala, and Coughlan).
Managing the needs of HR is not as simple as it seems to be. It is all about adding supplementary value to the company. Analyzing the needs of HR helps to improve the productivity in an organization by recruiting potential candidates who can generate benefits to the company and get the vision and mission achieved. In addition to this, it also helps to reduce the unnecessary costs incurred by the company. Moreover, it build up the brand and create the best place to work by engaging more productive employees in it. The senior management must emphasis on the mid and long term market forecast by facilitating strategy execution. This can easily be done by increasing the performance of the employees and preparing employees for long term targets (Farndale, Elaine, Scullion, and Sparrow, pp. 161-168).
Importance to focus on mid and long term market forecast and HR needs
While analyzing the human capital in order to reduce the foreseeable gaps, huge amount of time has been spent to evaluate whether the talent engine can sustain 80 billion euro revenue business or not. Talent are analyzed based of the type of people, quantity and quality and evaluating the gaps in order to reduce such gaps as well. The company is trying to keep a track record of all the activities involved in all the areas of the company. The company also aims at examining the skills, talent and culture to recognize if it have what it takes to be 80 billion euro business the company want to be (Beek, Maarten, and Grachev).
In addition to this, it is one of the major responsibilities of a Human resource to reduce the gaps found in skills, talent and culture which may damage 80 billion euro aspirations across the entire business. Dynamic human capital gap analysis and planning aims at providing an opportunity to create healthy succession planning process for any business in order to operate successfully. Human capital gap analysis is very pertinent only when the skills of the employees are battered, applied and answerable (Kenett, Ron and Raanan).
The company’s 70% talent in built and the remaining 30% of talent is bought. The company focuses on the marketing oriented strategy so that their marketing expertise is leveraged to assist building their employees in terms of being a good place to work along with good people and a winning business. An innovative authentic leadership programme with an inexorable emphasis on assuring the talent under development is united with the upcoming strategy and underpinning business model of the company is being planned by the company in order to recruit new talent. But the company with such huge operating activities need a great and tremendous diversified marketing strategy and talent. Making the use of analytics will assist the company to sense-check crucial messages in several market places while upholding the similar underscoring value proposal behind the company predominant brand (Kim, Chan, and Mauborgne). Moreover, the company activate their same story in different way based on the location. The essentials of the brand is still but the new talents are recruited and activates using analytical tools.
The company also recruits 850 graduates from 45 markets at a time and the company stands on the top three employers among 37countries. The company focuses on the quality of the hiring and attractiveness of the brand which is highly measurable.
Crucial information included in the analysis of human capital to cover foreseeable gaps
Leadership plays a crucial role in any organization because it helps to control the overall activities of the company and ensure to achieve the objectives, mission and vision of the company and also gain competitive advantage in the market. Similarly, the company also aims at creating a new authentic leadership programme which will emphasize on aligning the overall strategy of the company (Morton, Josh, Wilson, and Cooke).
Managers are people who do things right, while leaders are people who do the right thing. — Warren Bennis.
In other words, leadership can be defined as those who set direction for others and support themselves and others to do the right thing by creating and developing a vision and mission and encouraging one to achieve the mission and vision (Schein).
There are four major attributes of leadership which include:
- Role model: Demonstrate unity, assist people, learner, live values and lead by example
- Inspirer: Create a vision, motivate people, and inspire others to take risks
- Enabler: Empower and support others to grow, create team and maintain collaborative relationships, generate synergies
- Achiever: Emphasis on outcomes, create better opportunities and learn from feedback
Unilever aims at maintaining the same story line. The company has a very ambitious vision to wholly decouple its overall growth from environmental footprint and enhance its optimistic impact by Sustainable living plan which helps the company to uphold the same story line across the globe no matter what location is it (Urip).
Relationships are very powerful and when it comes to adapting different culture is quite difficult task to do. However, one to one connection in other countries is the major foundations for change. Maintaining relationships with people from dissimilar cultures is prime in building diverse communities which are powerful enough to gain major goals and objectives of the company. The company has adopted several culture with the same story line and gained successful business growth as well. Powerful alignment of business with social interest and planning to grow in long term is one of the best way to gain longevity and success. So, it hardly matters to shift the story line when the company plans to adopt new cultures and new location unless the company has the strong mission and objectives that must drive the business to gain competitive advantages (Galpin, Timothy, Whitttington, and Bell, pp. 1-17).
Recruitment is defined as the process of finding and hiring the best person that can be inside or outside the organization in the most effective way. The whole process of recruitment involves analyzing the needs of a job, attracting employees towards the particular job, screening and choosing candidates, and combining the fresh candidate to the company. The process of recruitment remains almost same in Egypt as well. The candidates in Egypt are hired based on the talent programs held by the company (Kauser, Saleema, and Tlaiss, pp. 35-56). There are several competencies addressed in such programs such as technical competencies, financial competencies, managerial competencies, and leadership competencies. The main objective of recruiting such talent is to attract fresh candidate towards the management by creating core competencies that will help them to gain optimal performance. In addition to this, the chosen candidate will be given chance to take part in rotational programs which will boost their strategic expertise in the related field. Later, ongoing development plan is also held which will boost the talent in a candidate to work more effectively and gain the desired set goals (Campbell, Andrew, Renshaw, and Engstrom, pp 344-351).
Procedure to identify existing talent and tools used to recruit new talent
The recruitment talent in Egypt is not similar to Non-Arab nations because more than 40% of the Arab’s region is unemployed and Major Arab stated had gained a net tertiary enrolment rate of over 30% and they are unsuccessful in introducing suitable value chain of job vacancies needed to engross the scattering pool of graduates. The Arab nations are not able to address the socio-economic needs more wisely and this has created unemployment issues rising at 12%. However, such situation does not exists in Non-Arab nations (Jureidini).
The approach used by the company can easily be used by smaller as well as less global organizations because the company focuses on the sustainable living plans. Today there are huge number of SME’s which aims at being environment friendly and they make huge efforts to remain competitive in the market (Waters, Donald, and Rinsler). This will not only create a positive feedback for the company but also generate financial benefits for long term. According to numerous results, it can be stated that sustainability is the mother lode of company and technological innovations which produce bottom-line and top-line return. Being environment friendly reduces additional costs because companies end up diminishing the inputs they utilize. Moreover, the procedure creates supplementary revenues from better products and help companies to introduce innovative business as well. Truly, because these are the objectives of corporate innovation, many small and less global organizations also treat sustainability as part of innovation’s new frontier (Bratton, John, and Jeff Gold).
Frictional Competitor name (United Solutions)
United solution, being a small Unilever competitor will recruit new and innovative talented candidates based on the required skills and knowledge. The hiring must be done at the right time by choosing the right candidate for the right job position. The job description and job specification must be aligned with each other so that the person hired will get an opportunity to enhance their skills in respective field. After defining the appropriate job description and job specifications, the company will follow the recruitment process step by step (Sparrow, Paul, Hird, and Cooper pp. 177-212). Once the candidate gets selected, the company will create a platform where the hired candidate will get an opportunity to deliver effective input along with desired outputs. The hired candidate will be able to showcase their skills based on the knowledge and performance. In addition to this, the company will also monitor and evaluate the talents on specific interval and feedback must be given to each employees because feedback helps to create a sense of responsibility towards a particular work. Thus, united solution uses an innovative talent management approach to hire a new candidate for the company (Hatum).
Bratton, John, and Jeff Gold. Human resource management: theory and practice. Palgrave, 2017.
Campbell, Andrew, Phil Renshaw, and Staffan Engstrom. “The black and white and grey of strategy.” Journal of Strategy and Management 3.4 (2010): 344-351.
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Galpin, Timothy, J. Lee Whitttington, and Greg Bell. “Is your sustainability strategy sustainable? Creating a culture of sustainability.” Corporate Governance 15.1 (2015): 1-17.
Grant, Robert M. Contemporary strategy analysis: Text and cases edition. John Wiley & Sons, 2016.
Hatum, Andrés. Next generation talent management: Talent management to survive turmoil. Palgrave Macmillan, 2010.
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Kauser, Saleema, and Hayfaa Tlaiss. “The Arab women manager: participation, barriers, and future prospects.” Journal of International Business and Economy 12.1 (2011): 35-56.
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Schein, Edgar H. Organizational culture and leadership. Vol. 2. John Wiley & Sons, 2010.
Sparrow, Paul, Martin Hird, and Cary L. Cooper. “Strategic Talent Management.” Do We Need HR?. Palgrave Macmillan, London, 2015. 177-212.
Urip, Sri. CSR strategies: corporate social responsibility for a competitive edge in emerging markets. John Wiley & Sons, 2010.
Van Beek, Maarten, and Mikhail Grachev. “Building strategic leadership competencies: The case of Unilever.” International Journal of Leadership Studies 5.3 (2010): 317-332.
Waters, Donald, and Stephen Rinsler. Global logistics: New directions in supply chain management. Kogan Page Publishers, 2014.
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