HR Activities Online Tutoring
Abstract
This report is based on the HR activities performed by organization on daily basis in order to remain competitive in this fast-growing business world. For this assignment, Nestle is chosen as the organization on which complete analysis is conducted. There are three key HR areas that are under considerations for this report i.e. employees’ training and development for future success, managing employees’ performance/performance appraisals and establishing employee pay structure/compensation. The complete analysis and evaluation are in the perspective of HR theories and concepts implemented in the Nestle. Nestle is regarded as the largest Food and beverages group in all over the world and it comprises of diverse workforce that greatly contribute in the success and growth of the company. HR operations and activities performed in Nestle are in well organized way. In the last, there are few recommendations based on the analysis of the three key HR areas in the perspective of Nestle. These recommendations are related to training and development, performance appraisal and employees pay structure.
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Introduction
Human resources have been part and parcel of management since the beginning of the business concept. According to Schaupp (2020), human resources are needed to carry out the organization’s business operations. In the history, HRM was referred to as personnel management. Conversely, with the emergence of the humanistic revolution, the definition of personnel management was expanded and covered several other dimensions which had not traditionally been included in the subject. It was the period when HRM was realized to be a vital part of a sustainable business. It was a time when recruiting, pay, leave and leisure research was revamped, Staff and employer relationships were reinterpreted and definitions of monetary rewards for employees with public welfare were added.
This report is based on my learning and understanding gain from the knowledge of various HR concepts and principles studied during the whole course. For this report, I have chosen Nestle and critically evaluate the key HR areas of Nestle i.e. employees’ training and development for future success, managing employees’ performance/performance appraisals and establishing employee pay structure/compensation in detail. This report illustrates how various HR concepts and policies have major role in the Nestle. This in-depth analysis of research tends to help large and small organizations operating in the same sector. This report is structured into five sections. First section is introduction, followed by background of the Nestle. Third section is understanding of the relevant HRM theories and concepts. Fourth section encompasses analysis and evaluation and fifth section comprises of recommendations.
Description of the organization
The selected organization for this assignment is Nestle. Nestle is known to be the largest and famous food and beverage corporation in all over the world. It has far more than 2,000 products, ranging from international brands to localized icons, and is available in 189 countries around the world. It is a multinational organization that blends global initiatives with local interaction. Its performance is focused on trust, innovation and usefulness. From across all their segments, they gain a part of people’s lives by their products and their committed to improving quality, fitness and wellness. They gain the right to remain there by providing life-enhancing goods, services and insight. They concentrate on identifying quality prospects, providing affordable, high-quality food and contributing positively to their products and offerings through significant differentiation and advancement.
Not only in contexts of its sales, but also in contexts of its product offering and its global coverage, Nestle is the leading food group in the world. Nestle management offers many opportunities to its workers that help provide incentive and desire for employees to contribute as much to the company. One of these considerations is not only providing them a functional and healthy environment, but also granting their workers the ability to further develop themselves when they contend with different training programmes and skills prospects. Hr practices hold major role in the growth of organization effectiveness (Rana & Malik, 2017). Investment in human resources operations is, therefore, an intelligent move to accomplish the organization’s various goals (Hossain & Roy, 2016). Investing without establishing specific targets might, however, tend to be detrimental for the company. Through strong strategies related to investment in HR activities, Nestle has tried to achieve its strategic objectives.
Understanding of the relevant HRM theories and concepts
Human resource management highlights the fact that employees are people with different needs and objectives. Employees of the organization are not equivalent to simple business tools; employees of every company use other materialistic resources to achieve their objectives (Erkmen, 2018). Nestle assumes that long-term performance depended on the attraction, retention and development of staff’s capacity to grow; this is the expectation in the development of key HR managers’ responsibilities.
1) Employees’ training and development for future success
Progress for any business organization relies on the capabilities of its workforce to achieve higher performance standard (Nwaeke & Obiekwe, 2017). Business analysts claim that there are number of reasons for improving employee efficiency; training and development, incentive and work satisfaction etc. (Diamantidis & Chatzoglou, 2019). Among them, training and development is perhaps the most essential contribution to the productivity of the employees. Nevertheless, training offers a more concrete factor in the sense that, at a broader level, it is easier to define the connexon between training and performance. Put it simply, the more trained you are, the improved your expertise become, thereby increasing your productivity as an employee. Many companies are currently investing heavily in employee training, and Nestle is one such organization. Their training courses and programs are very comprehensive and can take years to complete. Say for instance, a new trainee in international marketing and sales training program will gain from a substantial investment in their training and development by Nestle.
Thus, training and development are essential part of operations in the organization. It is the workforce who are now the life-blood of each and every business. While having assets makes things feasible, such as hulling staff, they are indeed the ones that make situations occur. They have an efficient and appropriate training and development plan to get a profitable business. Employees and management are constantly motivated to explore opportunities to improve their skills and expertise (Bibi, Ahmad & Majid, 2018). The organization shall assess the training and development goals. Obligations for translating these into acts is expressed between workers, top management and human resources. Perspective and on-the-job experience is the main source of knowledge. Managers are accountable for directing and training workers to excel in their specific roles.
Nestle delivers all this as all good businesses do with their workers, and they all understand that by doing this kind of practice can provide the business with efficiency and a decreased risk of dissatisfaction (Akhtar, Xicang & Iqbal, 2017). Some of the activities used by Nestle are literacy training, which offers special training or education for those workers from some regions who have not been able to complete their basic education for certain reason. Moreover, Nestle workers know the value of continuous improvement and also the mutual sharing of opinions and insights with each other (Lee et al., 2020). Activities such as lateral career growth, expansion of roles and cross-functional teams are facilitated to learn new skills, improve work system and increase transparency. Nestle also provides a wide variety of training courses, methods and techniques to promote growth and development for everyone. Attending a course can never be seen as a compliment but as a part of ongoing progress (Lee et al, 2020).
In addition, corporate leadership programs facilitate Nestle in developing and maintaining the best-qualified personnel. Leaders have the chance to participate either global training programs at Rive-Reine, which improve integrated management knowledge and build and strengthen the principles and values of Nestle, or programs run by the performance measurement and management partnerships (Lee et al., 2020). In the fast-paced and technology-based world, this not only supports the workers but also the business as they are now in want for highly equipped workers. There are pros and cons to the Nestle Apprenticeship Program that trains certain students, such as if the students are selected by Nestle, then they are fortunate because these trainees are quite well acquainted in production, however there are instances where other businesses are compromised (Cheney, 2017).
Furthermore, on-the-job training is carried out together with feedback and guidance in Nestle. It is the duty of every manager to prescribe training programs to his or her subordinates. Nestle is seeking to improve action-learning training (Singh & Alazmi, 2019). In this aspect, it is the duty of the management of HR continue providing guidelines for the creation of the required planning resources, taking into account the agility needed to identify with unforeseen circumstances.
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2) Managing employees’ performance/performance appraisals
Operational organizational performance requires long-term value development of any commodity (Dadashnejad & Valmohammadi, 2018). The business world is far more dynamic and thriving throughout the 21st Century than it has ever been before. As a consequence, an increasing amount of knowledge demands research techniques to recognize the competitive edge and organizational procedures necessary for business development. A successful organization like Nestle is quite well notified of the changing business culture’s complexities and incisiveness. For that purpose, Nestle developed performance management to enable business operations to be transparent at each level of the organization (Chung et al., 2020).
Performance appraisal, as per continuum, is a method that analyses an employee’s job performance in the course of the development of the organization. This helps to create a talent system that involves preparation, rewards, report assessment, career progression, and entire employee performance recruitment (Lejeune, Beausaert & Raemdonck, 2018). Therefore, performance management plays a significant role in ensuring a company to reach optimal efficiency at the same time.
For assessment of employees there is Performance Development Ranking (PDR) in Nestle. The PDR, which looks at two major aspects:’ what’ and ‘how’, is used to assess success. The ‘what’ tests progress in meeting the individual goals defined and the ‘how’ aims at the behavior of workers, soft skills, team working skills, etc. This Performance Development Rating is now the baseline for reward system that ultimately reflects the high-performance culture at Nestle, such as bonuses and promotions (Lotfifard & Borojerdi, 2018). PDR is an appraisal tool that is often used at Nestle, although centered on interviews with multiple staff, this may often be cumbersome as the overall PDR is generated by the departmental head after assessing the ‘what’ and ‘how’ factors of different classes, leaving a little space for individual employee assessment. In order to improve the integrity and objectivity of the performance appraisal of the employee, Nestle can incorporate several other performance assessment approaches, like graphic rating scale and 360-degree feedback technique.
Moreover, a 360-degree feedback method is used to conduct employee performance appraisal or management process evaluations in Nestle. The key points to consider about the 360-degree approach are that specific information should be given by the participants or interviewees and that they typically fall into the top or bottom performers (Kanaslan & Iyem, 2016). The findings are solely for guidance and not for any reward.
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