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For Jain Group Shubhagni RathorePoonam Gupta-12609190(A)Kunal Singh-12609191(R)Tanika Gupta-12609192(D)Palak goel-12609193(M)
A.R.D.M MODEL
JAIN GROUP OF INDUSTRIES
INTRODUCTIONMr. Manoj Kumar Jain is the founder of "Jain Group.
The Jain Group of Industries is a customer focused Group, driven by technology, with a clear vision to
become a dominant player in the verticals of Infrastructure, Steel, Power and Real Estate.
The concept of firming up banner of “Jain Group” as a business conglomerate to reckon and a common
identification vanguard had emerged.
Thus, final change of name took place in 2006 from “Bengal Infrastructure Limited” to “Jain
Infraprojects Limited”, which stands out to be Flagship Company of the group and is a dominant road
builder in Eastern part of the country with massive business expansion plan. Pursuant to the change of
identity all present and future companies, be it public or private company will be incorporate with Jain as
the prefix. Thereafter, the four main companies of the group are henceforth identified as under:
Jain Infraprojects Limited
Jain Steel and Power Projects Limited
Jain Energy Projects Limited
Jain Realty Projects Limited
Jain Group is a comparatively new corporate entity without any legacy, stain or identity crisis. It is a
modern group with only few years of operation and that too in areas of high public exposure
[road/bridges construction] in the eastern region. The group is very opportunely placed and positioned
to take advantage of this public exposure and build a Corporate Image through exploitation of an
appropriate media mix
Core objective of the group is to be a dominant player in the infrastructure industry that extends to realty
sector and consequential or obligatory involvement in hospitality and facility management. Initial thrust
of the group was in road construction which is still the major revenue earner of the group. In the road
construction contracts get mainly executed through Jain Infraprojects Limited [JIL].
A continuous quest for quality has helped it build an enviable reputation of a company which delivers
every time. The group's businesses are supported by a nimble marketing and distribution network which
keeps it close to its clients. A strong customer support enablement demonstrates long term commitment
and responsibility. The Jain Group believes in growth through innovation, maintaining the highest
standards of business ethics and social responsibility.
ACQUIRING
CORPORATE HR POLICY
The Recruitment Policy at Jain Group aims at enriching its talent pool by acquiring skills and functional
expertise that strengthen its goal to become a Leader in its chosen verticals on the pivots of a set of
committed, motivated and empowered employees.
OBJECTIVE
The objective of the Recruitment Policy is to source the best talent from Internal and External resources
to achieve the Business Objectives and Goals of the Company.
INTERNAL RECRUITMENTS
SCOPE
New vacancy
Replacement
Demobilization / transfer
RESPONSIBILITY
Requirement identification – SBU head/Operational Head/Project Head
Demobilization /Transfer plan – Concerned SBU head/Oprs. Head/Project head / Corporate HR
New vacancy approval – Corporate HR -> VCMD/CMD
Identification of Interviewer – Corporate HR.
Other Activities in the process – Corporate HR /Site HR
KEY POLICY-CLAUSE
Internal vacancies shall be posted on MS Outlook and displayed on the Notice Boards.
Eligible employees may apply for any vacancy.
All applications shall be sent through “CORPORATE HR HELP DESK”e-mail at
Databank of potential candidates’ profiles shall be scanned, and Corporate HR will hand over these
to the concerned Site HR/Ops. Head.
In case of non-availability of suitable internal candidate(s), external sources shall be approached.
The process of selection shall include (i) Panel interview (ii) competency matching and (iii) a skill
test shall be administered.
The decision of the panel shall be binding and final.
EXTERNAL RECRUITMENTS
OBJECTIVE
To garner a proper blend of Skill & Knowledge and to ensure that balance is maintained in terms of the
Age-mix, the Qualification-mix & the Skill-mix.
SCOPE
Final year students from the top 50 Engineering & Management Institutions scoring CGP of 6.5 or above.
RESPONSIBILITY
Requirement identification SBU head/Operational Head/Project Head
Vacancy approval Corporate HR -> VCMD / CMD
Selection of Institutions Corporate HR
Selection of Panel Concerned HOD /Corporate HR
Selection method Written test -> GD -> PI
KEY POLICY-CLAUSE
The Campus Visit(s) for recruitment shall be done in November-December each year.
Corporate HR will initiate the Campus Recruitment with a Corporate Profile presentation followed
by other selection process.
Letter indicating the names of short listed candidates shall be handed over to the institution on
the spot or a day after selection.
The absorption of the GET, MT and DET shall take place only on successful completion of their
final semester examination and strictly in accordance to company’s policy.
GET, MT and DET shall undergo a training period of ONE YEAR and on successful completion of
the training period, they shall be absorbed in regular grades and the management will be within
their rights to regularize such trainee without making it compulsory regularization.
LETTER OF INTENT(LOI)
SCOPE
All candidates selected for employment with Jain Group.
RESPONSIBILITY
Corporate HR.
KEY POLICY-CLAUSE
Only Candidates who qualify for the Final Stage of selection shall be issued Letter of Intent (LOI)
Corporate HR shall have a duplicate copy of the LOI duly signed by the candidate in acceptance of
offer.
Offer shall be VALID FOR A PERIOD AS STIPULATED.
REWARDING
OBJECTIVEA rewards and recognition policy is designed to encourage employees to make a performance difference
either individually or through teams.
This is done to recognize positive behaviors that support individual or team goals and objectives, timely
recognition to employees, to improve employee productivity & quality of work, improve customer
service.
This can be enjoyed by all the employees of the enterprise.
AWARD AMOUNT
KEY POLICY-CLAUSE
The policy recognizes achievements or accomplishments that contribute to the overall objectives
of the organization.
Awards are provided in both monetary & non-monetary terms. Total of monetary and non-
monetary awards shall not exceed Rs. 5,000.00 per employee per fiscal year.
TYPES OF AWARDS
A MONETARY AWARDS
Monetary awards shall include:
Those paid by cash, items which can be easily converted into cash(such as gift certificates,SB,etc)
NON–MONETARY AWARDS
Non-monetary recognition awards include:
Non-refundable gift certificates, meals & trips, Trophies, certificates, merchandise, etc.
TYPES OF EMPLOYEE RECOGNITION
To insure both fair and consistent application of recognition, a core set of rewards and recognition
programs have been developed.
Additional recognition programs may be added as deemed appropriate.
PLANNED EMPLOYEE RECOGNITION
This approach is characterized by pre-arranged, more frequently scheduled ways of acknowledging
contributions and accomplishments of an individual or team. It is less formal and provides more frequent
opportunities to recognize employees.
Examples:
i. Employee of the month award
ii. Safety award
iii. Customer service award
iv. Public service award
v. Productivity award
vi. Outstanding achievements award
IMMEDIATE EMPLOYEE RECOGNITION
This approach provides employee rewards and recognition at any time for demonstration of behaviors
and values of the organization, contributions to the goals and objectives of the organization or work unit
and to acknowledge individual or team accomplishments.
Examples:
i. Teamwork award
ii. Project Completion award
iii. New or modified business practices award
iv. Exemplary effort award
v. Employee appreciation award
LEVELS OF EMPLOYEE REWARDS & RECOGNITION
There are three basis levels of employee rewards & recognition. These are based on the performance of
the employees and the contribution given by them which proved beneficial to the enterprise.
LEVEL - ONE
To appreciate the performance of the employee for the first time.
Up to 500 cash/non-cash
LEVEL - TWO
To appreciate and encourage the continuous good performance of an employee.
Up to 3000 cash/non-cash.
LEVEL - THREE
To appreciate an employee for performance given in extraordinary situations which might rarely
reappear.
Industrial Tour with spouse.
DEVELOPING
GRADUATE ENGINEER TRAINEES & MANAGEMENT TRAINEES
TRAINING SCHEME (NGTS-Next Generation Training Scheme)
OBJECTIVE
NGTS have been formulated with a view to ensure full utilization of the inherent skills of the new
entrants and provide them with comprehensive foundations needed for successful performance in the
first job and in subsequent career progression.
GROWTH PATTERN & COMMON POLICY CLAUSE
a) Adequate emphasis shall be given on developing the essential knowledge and required to perform
as a Front Line Manager, i.e.
Knowledge in terms of:
o Process Parameters
o Setting and Maintaining Standards
o Man Management
o Line and Function Relationships
Skills in terms of:
o Investigation and Analysis
o Problem Solving and Decision-Making
o Preparing and Presenting a Case
o Presentation & Report Writing
b) The company has a system of Project Based Training (PBT) as a part of NGTS wherein each
trainee is assigned a number of projects his/her core area of education as well as from other
functions. Hands-On Training is also included in the curriculum with a view to strengthen
technical base of the Trainees.
c) Induction of Graduate Engineer Trainees (GET) & Management Trainees (MT) in company shall be
done each year on the basis of requirement.
d) They shall be trained within the company for a period of one year and the training shall include
the subsections (INDUCTION & ON JOB TRAINING).
e) The trainees shall be absorbed into regular grades based upon the Project presentations, personal
interviews (by a panel comprising of Departmental Representative, Training Manager & HR
representative) and assessment by the Project based Mentor.
f) Trainees shall be absorbed into regular grades as under.
QUALIFICATION GRADE
CA / CS / ICWA / ME / M Tech S - 2
BE / B Tech /MBA S -1
BE + MBA / MBA / MCA S -2
INDUCTION
KEY POLICY-CLAUSE
The Trainees shall undergo the Induction training during the first week wherein they shall be
given inputs about the group companies and orientation of various functions in respective place of
posting.
Second phase of training is departmental induction and lasts for one to two months as required.
The Trainees shall undergo departmental orientation wherein they shall be associated with
different departments on a rotational basis.
They shall be associated with a mentor and are required to undertake an in-depth study of the
departments.
The trainees shall also undergo critical equipment training. Industrial tour to other companies is a
part of this module (if required).
Assessment of performance shall be done through project reports, presentations, report by the
mentor & performance in tests.
ON-THE –JOB TRAINING
KEY POLICY-CLAUSE
This shall form the third phase of NGTS and shall last for the balance six months of the training
period.
The trainees shall be allocated departments based on the generic branch of their study,
performance in the tests & counseling interview.
They shall then undertake project-based hands—on training in the respective department.
COMPETENCY & SKILL DEVELOPMENT
OBJECTIVE
The basic objective of competency and skill development is to ensure continuous development of skills
and competencies of employees.
SCOPE
All regular employees including trainees.
INDENTIFICATION OF TRAINING NEEDS
KEY POLICY-CLAUSE
Training needs are identified on an annual basis.
For the employees in grades O - 2 & above, training needs are derived from the performance
management system and assessment of Competencies through the Assessment Centre.
For the Operation, Maintenance & Support Services Staff (O-1 & below Grades) the needs are
projected by the Supervisors/ Controlling Officers through the Annual Appraisals.
Assessments of Skills are also done annually to ascertain the skill gaps.
Over and above that there are organizational interventions like Multi-skill wherein the Supervisor
identifies the skills that need to be learnt by the employee in order to form multi-functional
workgroups.
The company also has organizational initiatives wherein the target population is identified for the
purpose of each initiative and the same is included in their training need.
ASSIMILATION OF TRAINING NEEDS & DRAFTING THE ANNUAL TRAINING PLAN
KEY POLICY-CLAUSE
Projected needs are assimilated and groups are formed on the basis of level, function, skill /
competency, initiative, etc. and an annual training plan is drawn accordingly.
This plan contains the dates for each program, venue, target population, number of participants
per program, Training Hours per program, Faculty for the program, etc. (Training Calendar)
CONDUCTING TRAINING PROGRAM
KEY POLICY-CLAUSE
Faculty is identified for each program from Internal Sources, External Sources or Experts in
respective fields.
Employees are nominated for program / seminars/ workshops/ visits conducted by leading
institutions or professional bodies.
Study of effectiveness of training is done every 3 months wherein the trained personnel as well as
the respective supervisor respond about the benefits accrued out of the training in terms of skill/
competency up gradation and the resultant tangible/ intangible benefits.
Skill / Competency assessment is also done to measure the effectiveness of training imparted.
Retraining is imparted to an employee if after assessment it is found that his/her skill or
competency level has not improved to the benchmarked standards.
MAINTAINING
Human resources are very important for an organization. So while acquiring, rewarding and maintaining
them, HR department should also take care of their maintenance and protection. The survival of human
resource is must for any organization. If this is not maintained the organization has to bear huge losses.
So the Jain Group of Industries had maintained various policies because of which one employee does not
leave his/her job. They are discussed below:
OBJECTIVE
Facilitate people to build a congenial working environment, strive for continuous improvement in
upgrading the competencies of employees through focused initiatives and facilitate people towards a
multi skilled and multi-tasking approach.
EMPLOYEE ENGAGEMENT
Ensuring fair Recruitment, enhanced Performance, Promotions, and improved Quality of Life for
employees and their family members.
Ensuring care for each other, Transparency & Trust with focus on institutionalizing the collective
Initiatives of all.
Ensuring Job Rotation, Job Enrichment, Training and Re-training, Career & Succession Planning,
across the hierarchy.
Enabling each employee to develop to his or her full potential with a shared sense of direction
with a well-defined accountability and responsibility.
Enabling each employee to evolve into self-starter Team Leader and meet the fast changing
business environment and maintain a competitive edge
Provide residential accommodation to the regular Employees.
GM & above are eligible for mobile connection, while for others, this shall be need based with due
approval of respective HOD.
Provide better Health & Quality of Life to individuals working with the Company and their immediate
family members.
MEDICAL FACILITY: All Employees, Trainees and Contract persons working at Project site who come
across any minor or major Injury on Work.
PROMOTION: To integrate growth opportunities, motivate employees for better performance and
ensure continuity in managerial positions.
LOAN & ADVANCE POLICY: To impart welfare through providing financial assistance to the employees.
SUGGESTION SCHEME (STAR IDEAS):
To provide innovative thinking for work life improvement
To encourage and recognize employee creativity
To provide scope to participate in the development and growth of company.
Through this policy the innovative and creative skills of the employees will be recognized on a
daily basis.
A special certificate will be awarded to the employees whose suggestions and recommendations
make significant difference on the various areas.
DISCRIMINATION &HARASSMENT POLICY
The company shall be committed to providing and maintaining an open, positive work environment,
which is free from any discrimination or harassment.
a. All employees must be treated with respect, dignity, and courtesy.
b. There shall be no discrimination or harassment against any person on the grounds of race, color,
religion, national origin, disability, age, sex, marital status, sexual orientation or citizenship.
c. Any discriminatory action against full time employees, contractual employees, clients, or vendors
shall be met with disciplinary action.
d. Every complaint shall be promptly and thoroughly investigated and confidentiality is maintained
as far as the situation would permits.
MAINTENANCE OF POSITIVE DISCIPLINE IN THE COMPANY: To establish a transparent system for
maintaining positive conduct &discipline amongst the employees in the Company following the Principles
ofNatural Justice
OFFICE INFRASTRUCTURE: The objective of Office Infrastructure Policy is to provide ergonomic
infrastructure facilities so that the desired output can be obtained.
SAFETY: The objective of Safety Policy is to promote safety and better working culture& conditions and
to make “Safety a way of life in the organization”.
COMMUNICATION: In case employees have any queries or doubts on a matter they intend tocirculate or
post, they are advised to discuss the same with the Corporate Communication at HO.
HIV AIDS Policy for Industry: To build positive and supportive attitudes towards those infected and
promote health and safety amongst the employees.
a. The company will provide a safe and healthy work environment for employees.
b. The company will educate its employees and the family on prevention, care and counseling of HIV
/ AIDS.
c. The company will educate its employees on safe blood, blood donation and transfusion.
Nestle
Nestlé's relationship with India dates back to 1912, when it began trading as The Nestlé Anglo-Swiss
Condensed Milk Company (Export) Limited, importing and selling finished products in the Indian market.
After India's independence in 1947, the economic policies of the Indian Government emphasized the
need for local production. Nestlé responded to India's aspirations by forming a company in India and set
up its first factory in 1961 at Moga, Punjab, where the Government wanted Nestlé to develop the milk
economy. Progress in Moga required the introduction of Nestlé's Agricultural Services to educate advice
and help the farmer in a variety of aspects. From increasing the milk yield of their cows through
improved dairy farming methods, to irrigation, scientific crop management practices and helping with
the procurement of bank loans.
Nestlé set up milk collection centers that would not only ensure prompt collection and pay fair prices, but
also instill amongst the community, a confidence in the dairy business. Progress involved the creation of
prosperity on an on-going and sustainable basis that has resulted in not just the transformation of Moga
into a prosperous and vibrant milk district today, but a thriving hub of industrial activity, as well.
Nestlé has been a partner in India's growth for over nine decades now and has built a very special
relationship of trust and commitment with the people of India. The Company's activities in India have
facilitated direct and indirect employment and provides livelihood to about one million people including
farmers, suppliers of packaging materials, services and other goods.
The Company continuously focuses its efforts to better understand the changing lifestyles of India and
anticipate consumer needs in order to provide Taste, Nutrition, Health and Wellness through its product
offerings. The culture of innovation and renovation within the Company and access to the Nestlé Group's
proprietary technology/Brands expertise and the extensive centralized Research and Development
facilities gives it a distinct advantage in these efforts. It helps the Company to create value that can be
sustained over the long term by offering consumers a wide variety of high quality, safe food products at
affordable prices.
Nestlé India manufactures products of truly international quality under internationally famous brand
names such as NESCAFÉ, MAGGI, MILKYBAR, KIT KAT, BAR-ONE, MILKMAID and NESTEA and in recent
years the Company has also introduced products of daily consumption and use such as NESTLÉ Milk,
NESTLÉ SLIM Milk, NESTLÉ Dahi and NESTLÉ Jeera Raita.
Nestlé India is a responsible organisation and facilitates initiatives that help to improve the quality of life
in the communities where it operates.
SWOT ANALYSIS
Highly diversified company with wide business interests
Relationship sharing with India for over 9 decades which adds up to a sense
of loyalty
Not responding effectively to changing market
conditionsEntering into markets
which are already mature
Nestle is entering into markets that are already
matureImmense competition
may dent the image of the company if it does not
fight back
Health based products are becoming more popular in
the worldBeing the market leader ,
it can reap the benifits out of this budding trend
ACQUIRING
The long-term success of the Company depends on its capacity to attract, retain and develop employees
able to ensure its growth on a continuing basis.
The Nestlé policy is:
To hire staff with personal attitudes and professional skills enabling them to develop a long-term
relationship with the Company.
Each new member joining Nestlé is to become a participant in developing a sustainable quality
culture which implies a commitment to the organization.
Special attention will be paid to the matching between a candidate’s values and the Company culture.
Hence, a clear communication of these principles and values from the very beginning of the recruitment
process is required.
Nestlé wishes to maintain and develop its reputation as an employer of high repute.
Contacts with universities, attendance at recruitment events and other contacts are to be
undertaken so as to ensure good visibility of the Company vis-à-vis relevant recruitment sources.
Particular care will be given to the treatment of each candidate regardless of the outcome of the
selection process.
Even when promoting employees within the organisation, it is the role of management and HR to keep an
eye on valuable candidates from outside and to benchmark internal skills with external offers. Whilst
adequate recruitment tools may improve the hiring process, to hire a candidate remains in the hands of
the responsible manager supported by the HR staff.
Under no circumstances should the decision to hire or not to hire be left in the hands of an outside
consultant or expert.
According to the Nestlé Management and Leadership Principles, only relevant skills and experience
will be considered in employing a person.
No consideration will be given to a candidate’s origin, nationality, religion, race, gender or age.
It is as important to hire the right person as it is to integrate newcomers in the organisation so
that their skills and behavior can merge smoothly with the company culture. Whereas from new
employees it is expected to respect our company’s culture, it is accordingly required from all
employees to show an open mind towards new ideas and proposals coming from outside.
EMPLOYMENT AT NESTLÉ
The Corporate Business Principles outline The Company’s commitment to fully endorse and to respect a series of principles and
international conventions concerning employee’s rights, the protection of children against child
labor and other important issues. These principles are to be respected everywhere and under all
circumstances. The management will implement the necessary processes to ensure that these
principles are enforced at all levels.
Employees who are not abiding with the Corporate Business Principles and the Nestlé Management
and Leadership Principles cannot be maintained in employment and will be requested to leave the
organisation.
Also our main suppliers and providers of outsourced services should be informed of the
Corporate Business Principles and should comply with those.
Nestlé provides a working environment which protects the health and welfare of the employees
according to the highest affordable standards of safety, hygiene and security. Each employee should not
only care for her/his own safety but also that of her/his colleagues.
Suggestions for improvement are welcome. No discrimination for reason of origin,
nationality, religion, race, gender or age will be tolerated when joining Nestlé; no such
discrimination will be tolerated towards Nestlé’s employees.
Any form of harassment, moral or sexual, will not only be prohibited but actively tracked
and eliminated. Internal rules and regulations will explicitly deal with discrimination and
harassment issues so as to obtain the best possible prevention. Nestlé considers that it is
not enough to avoid discrimination or harassment.
It is essential to build a relationship based on trust and respect of employees at all levels. Therefore, it is
indispensable for each manager to know how her/his employees feel in their work. In larger units it may
be necessary to organize such feedback on a regular basis, using internal surveys or other valuable
approaches.
REWARDING
Nestlé’s appeal to new and existing people doesn’t just rest on the financial rewards and benefits we
offer. Their name conveys hard-earned value and trust in all their people. They pride themselves on their
strong relationships between line managers and fellow workers. They offer a global, diverse and
enriching environment. And they have countless possibilities to learn and grow.
Naturally, their Total Rewards aren’t standardized around the world. They vary between their Markets,
reflecting differing candidate aspirations and variations in what their employee’s value across the globe.
Their Total Rewards Policy is designed to give both the business and their people a clear understanding
of Total Rewards and the principles behind them.
These guiding principles are:
Provide a globally consistent framework with the flexibility for each Market to create competitive
programmes that comply with local legislation.
Focus on attracting and retaining talented employees, building a high-performance culture and
ensuring a highly engaged workforce that achieves sustainable business results.
Although there are variations between Markets in what employee’s value, there are also some common
elements:
Fixed Pay
Variable Pay
Benefits
Personal Growth & Development
Learning is part of the Company culture. Each employee, at all levels, is conscious of the need to upgrade
continuously her/his knowledge and skills. The willingness to learn is therefore a non-negotiable
condition to be employed by Nestlé. First and foremost, training is done on-the-job. When formal training
programs are organized they should be purpose oriented and designed to improve relevant skills and
competencies. Therefore they are proposed in the framework of individual development programs. As a
consequence, attending a program should never be considered as a reward. Adequate training programs
are developed at the level of each operating company capitalizing on the availability of local, regional or
global resources of the Group. It is the responsibility of HR staff to assist the management in the
elaboration of training programs.
At Nestlé we believe that the employee’s private and professional life should have a good balance. Not
only because it reinforces employee’s satisfaction, loyalty and enhances productivity but also because it
positively reflects on the Company’s reputation. It helps attracting and retaining people and reconciles
economical imperatives with well-being. Nestlé is willing to support employees who wish to take an
active part in the life of the community or by assuming responsibilities in professional, civic, cultural,
religious or voluntary organizations it being understood that any activity during working hours be first
approved by the Company. In the same spirit, Nestlé encourages flexible working conditions whenever
possible and encourages its employees to have interests and motivations outside work. We expect all our
people to understand the specific characteristics of Total Rewards and how they are established and
maintained throughout the Group. Our Total Rewards Policy aims to build this knowledge and to explain
how Nestlé is committed to giving each employee the opportunity to grow, evolve and contribute.
Nestlé’s policy is to strive to position it as an employer offering remuneration levels above the average of
the relevant benchmark. Nestlé reviews regularly its competitive position with other companies so as to
keep in line with the market trends. However, the evolution of remuneration is in the first instance
determined by the capacity of the Company to improve its productivity. Wage and salary structures
should be kept simple and avoid unnecessary complexity so as to provide effective compensation and
reward. Remuneration structures should specifically facilitate the implementation of flat organizational
structures and be flexible so as to be able to adapt to the evolution of the market conditions. This means
broad spans allowing sufficient flexibility to effectively reward high professional insight and
performances as well as individual potential.
DEVELOPING
Training programs organized at the International Training Centre Rive-Reine aim at developing and
sharing best practices of the various management disciplines practiced in the Group. They also strive to
strengthen corporate cohesion as well as to promote networking throughout the Group. Learning is part
of the Company culture. Each employee, at all levels, is conscious of the need to upgrade continuously
her/his knowledge and skills. The willingness to learn is therefore a non-negotiable condition to be
employed by Nestlé. First and foremost, training is done on-the-job. Guiding and coaching is part of the
responsibility of each manager and it is crucial to make each one progress in her/his position. When
formal training programs are organized they should be purpose oriented and designed to improve
relevant skills and competencies. Therefore they are proposed in the framework of individual
development programs. As a consequence, attending a program should never be considered as a reward.
It is necessary to make optimal use of e-learning programs as a complement to or a substitute for formal
training programs. According to needs they should be made available at shop floor level and enlarge the
access to training. It is the role of each manager to assess progress achieved as a result of training
programs.
Each employee is in charge of her/his own professional development. However, the Company endeavors
to offer the opportunity to progress for those having the determination and the potential to develop their
capabilities. The objective is to retain and motivate employees by offering attractive but realistic career
moves allowing them to develop their skills over a long-term period within the framework of economic
reality and a changing environment.
Regular counseling and guidance are the best tools for improving performance and for helping people
develop their skills. It also allows to correct errors swiftly and to transform them into a positive learning
experience. In an organisation with flat structures this supports better delegation. Direct personal
contact should always been given preference over written communication whenever possible.
Efficient performance management emphasizing the achievement of agreed objectives is a prime
responsibility for each manager. The necessary time should be dedicated to the monitoring and the
follow-up of the progressive achievement of objectives during the year. This feedback is meant to
stimulate performance and should take place through an open dialogue based on mutual trust and
willingness to progress. It is requested to provide written evidence of such meetings. Focus should be
essentially on continuous improvement, appropriate training measures but also on shaping a stimulating
working environment.
In case of serious underperformance, a termination of employment should be envisaged. Such
termination should be handled with due respect of the person and should include, where appropriate,
separation terms that take into account the employee’s personal situation. When assessing potential it
should be kept in mind that the best indicator of talent is achievement. Therefore responsibility should be
given as early as reasonable to allow people to prove them. Candidates for managerial positions should
clearly have demonstrated their willingness and ability to apply the Nestlé Management and
Leadership Principles.
International experience and participation in group development initiatives such as
GLOBE, SMPT and others can be acquired in all countries of the Group and are a requirement for holding
high-level positions. The development of expertise in specific areas of competence is determinant for the
Company’s success. Therefore job rotation should be practiced with caution. Whilst job rotation might be
useful under certain circumstances, it should not result in weakening our expertise in key areas.
MAINTAINING AND PROTECTING
Learning has always been a part of Nestle and that is why all the employees who are interested and show
a sense of willingness are trained on-the-job with the help of proper guidance and coaching. This training
program helps one improve relevant skills and competencies and is completely purpose oriented and
that is the reason that they are proposed in the framework of individual development program. Sharing
of best management practices of various disciplines helps the company to strengthen the corporate
cohesion. The company also provides e-learning programs which is available at the shop floor level to
enhance their level of training.
Going with the traditions of the company, the company initiates an open dialogue to express the
objectives and expectations of the employees. The main objective is to retain and motivate and develop
their skills over a long-period within the framework of economic reality and changing environment. Co-
responsibility, counseling and guidance provided by the company transform the employee’s attitude into
a positive learning experience. A formal assessment is carried out once a year and this is based on facts
and not opinions. Efficient performance management and monitoring is a must at Nestle for progressive
achievement of objectives during the year. Feedback through open dialogue leads to continuous
improvement. In case of serious under performance, a termination of employment is envisaged.
The best indicator of talent is the potential of one’s that drives him/her to achieve for what they have
come for. For keeping alive the enthusiasm, the company regularly changes the jobs within the
department and also changes the location of various employees. Nestle also focuses on collective
bargaining and helps in maintaining a level of competitiveness. It is prerogative for various stakeholders
to understand the business model and goals of Nestle.
