HRM_uniliver

Managing Human Resources

Table of Contents LO1 (Task 01): Understand Understand the different different perspective perspectivess of human resource resource management management ............................. ................. ............ 2 1.1 Explain Guest’s model of HRM as applicable to Unilever ................................................................... Unilever ................................................................... 2 1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices ........... 3 1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM .......................................................................................................................................................... 5

M1- Identify and apply strategic approach of HRM in achieving Unilever objectives ................................ 6 D1- Recommend a suitable HRM Model for Unilever Group of companies and use critical reflection to evaluate your recommendation ..................................................................................................................... 8 LO2 (Task 02): Understand Understand ways of of developing developing flexibility flexibility within within in the workplace workplace ................................. ................ .................... ... 8 2.1 Explain how a model of flexibility might be applied in practice ................. .......................... .................. .................. .................. ............. .... 8

M2- Apply M2- Apply model of flexibility in a company like Unilever .......................................................................... .......................................................................... 9 2.2 Discuss the types of flexibility which may be developed by an organization .................. ........................... ................. ........ 10 2.3 Assess the use of flexible working practices from both the employee and the em ployer perspective ................................................................................................................................................................ 12

D-2: Demonstrate your creative thinking on flexible working practices from both the employee and the employer perspective in Unilever ............................................................................................................... 13 2.4 Discuss the impact that changes in the labour market have had on flexible working practices ...... 14

LO3 (Task 03): Understand the impact of equal opportunities within the workplace ............................... 15 3.1 Explain the forms of discrimination that t hat can take place in the workplace...................... workplace............................... ................. ........ 15

M3- Identify different forms of discrimination that can occur in Unilever and design appropriate methods for minimize it ............................................................................................................................................. 15 3.2 Compare the application of different motivational theories within the workplace .................. ........................ ...... 17 3.3 Usefulness of a motivation theory for managers ................. .......................... ................... ................... .................. .................. .................. .............. ..... 17

T4- Developing Teamwork ............................................................................

Error! Bookmark not defined.

4.1 Nature of Groups and Group behaviour within organisation .................. ........................... .................. .................. .................. .............. ..... 19 4.2 Factors that may promote or inhibit the development of effective teamwork in organisation ...... 21 4.3 Impact of technology te chnology on team functioning within a given organisation ................. .......................... ................... ................ ...... 21 Reference .................................................................................................................................................... 24

Human Resource Management

Page 1

L O1 (Task 01): U nderstand th e dif ferent perspectives of h um an r esour ce management

The human resource perspective of organizational behavior is built around theories of human needs and motivation such as those of Maslow and Kaplan (1998), Alderfer (1972), and Herzberg, Mausner, and Synderman (1959). Hackman and Oldham (1980) employ integrated human needs and motivational theory into their Job Characteristics Model. This model proposes that every employee's job should be designed to incorporate five characteristics: (a) skill variety, (b) task identity, (c) task significance, (d) autonomy, and (e) feedback. If jobs are so designed, employees will experience meaningfulness of work, responsibility for outcomes of work, and knowledge of the results of work. This in turn will result in internal work motivation, quality work performance, and high satisfaction with work. Human needs and content motivation theories are the foundation of job-enhancement strategies common in nursing management such as clinical advancement programs and primary nursing care delivery.

1.1 Explain Guest’s model of HRM as applicable to Unilever UNILEVER GUEST MODEL

HRM Strategy The focus of Unilever is to recruit the best employee to the company which will produce high level of outcome with good quality. Unilever has more than 174,000 employees and the cost of employee recruitment is very high and the salary is also the same, so as a result in some branches Unilever has decided to reduce the number of employees to maintain the cost.

HRM Practice Each year Unilever has been designed more than 10,000 new jobs and the process of selection is getting rough. Since E-Recruitment has been invented Unilever has chosen that in recruitment process and that has given the company the best employees and that will ensure the security of employees. The existing employees will be rewarded with salary incensement and other benefits.


Page 2

HRM Outcomes The flexibility in company is very high and there is lot of part-time workers than fixed workers in the production unit. The reason for that is most of the production unit was in Asian countries and the labour is cheaper than European countries and they work either contract basis or part time. Though employees work flexibly the qualities of products have been in a good standard.

Behaviour Outcome The company has spread over 190 countries and each has been producing same products in four major business criteria and all are working harder in order to achieve future goals. The company motivation is to improve employee skills so that in turn it will benefit the company.

Performance Outcome Though the company has spread around the world with more than 174,000 employees, the labour turnover is very high and complains of employee dissatisfaction is very high. Unilever in UK has the best productivity rate than any other Unilever round the world.

Financial Outcome The labour cost maintains will reduce the extra cost that company has to hold and that will give a profit to company. The company turnover was about €49.8 billion in 2013.

1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices Personnel management is that management, which includes by job analysis, plan for personal needs, selecting appropriate people for job, mange to train, give right salary and communicate all of the employees of organisation. Human resources management is strategic management of an organisation, to achieve organisation goals and to utilize every employee for achieving organisation goals. Differences between HRM and personnel management are given bellow:


Page 3

Beliefs and assumption Contract: Personnel management or IR contact by writing with delineation while HRM wish to go beyond contract. Rules: personnel management evaluate of discovering clear rules but HRM maintains can – do outlook impatience with rule. Managerial task vis-a-vis labour: Managerial task vis-a-vis labour of PM or IR is monitoring though HRM is nurturing. Nature of relations: Relation of PM or IR is pluralist where HRM is unitary. Conflict: PM conflict institutionalised and HRM conflict de-emphasised.

Strategic aspects Key relation: PM make their key relation with labour management while HRM evaluate customer. Initiatives: The initiative of PM is piecemeal but HRM is integrated. Corporate plan: PM corporate their plan marginal to and HRM corporate their plan central to. Speed of decision: PM takes their decision slowly but HRM can fast.

Line management Management role: Management role of PM is transactional where HRM is transformational leadership. Key managers: PM or IR specialists mange all thing at PM but in HRM, line manager do everything. Communication: PM communicates with employee indirectly but HRM communicate directly. Standardisation: Standardisation of PM is high while HRM is low.

Key levers Selection: PM select their employee separately where HRM integrated. Pay: PM pay their employee by job evaluation though HRM pay by performance. Job categories: PM has different job categories but amount of HRM is few.


Page 4

Job design: PM design their job through division of labour but HRM divide by teamwork (Bloisi, 2007).

1.3 Assess the implications for line managers and employees of developing a strategic approach to HRM The role of the line manager is to achieve organisations goals. He maintains all of things on behalf of an organisation. In the view of my case study, HR of Unilever has already maintained the role of manager. If he did not maintain the role of HR manager then organisation cannot go to their goals.

The role of HR manager Planning, resourcing and retention: A line manager need to know how many staffs are now working, which department is busier, which department they need some people. When he will indentify this things then he will plan how many staffs he will take and how process he will take. For example Sainsbury is very busy at Saturday and Sunday. So managers of Sainsbury need more staff for these weekend day. And he also needs to find out how many staff is good at for operating system. Then he will take decision for taking or recruiting people. This is the planning and resourcing role for line manager. Retention is also important role for line manager. It can be define the retention like some of staffs are recruiting for new staff, but manager have to know to know are they happy for their time being.

Recruitment and selection: When manger will confirm that they need people essentially, in that time they need to find out appropriate people for their organisation, by which he can achieve their organisation goals as well. It is most important role for a manager because if he cannot find out right people then he will be failed for achieving organisation goals. To find out right people he need to select more productive people who are very much enthusiastic, good behave and first of all who can help organisation for achieving their goals.

Training and development: To take right people for their organisation manager manage to give training to make appropriate for work. Because new people do not know what is their main


Page 5

responsibilities and operating system. So manager need to know everybody about their job. And he also makes their as good employee for achieving their goals. By training method manager develop their new employee.

Reward remuneration: Employees depend on their organisation for surviving their live. So manager have to pay adequate and equitable. Manger also has to manage reward system like pensions, healthcare, other financially. By rewarding employee get more satisfaction to work. If employees are happier on their organisation then they will work more.

Employee relations: Employees relation is another important role of manager. Because manager have to maintain good relations like good behave, easies with employee, reasonable for all, to consider employee with their life (Bloisi, 2007).

M1- Identify and apply strategic approach of HRM in achieving Unilever objectives

The fast moving consumer goods industry is one of the most competitive in the world. Unilever has established itself as a market leader across dozens of categories with brands such as Continental, Rexona, Sunsilk, Dove, Lipton and Flora, just to name a few.

In early 2000 the company announced a five-year strategic plan focused on fewer, stronger brands to promote faster growth. This involved the revision of some 1,600 brands down to a portfolio of around 400. These brands currently represent 93 per cent of total sales (compared to 75 per cent in 1999), which is expected to increase to 95 per cent by the end of the year.

Such a drastic decrease in brand numbers also saw major organisational restructuring. This has resulted in a much leaner Unilever, accompanied by a drive to simplify processes and reduce the amount of non-value-add work for employees.

Working smart Unilever introduced a program called „Work Smart‟, which was designed to simplify the organisation for employees at three levels, according to Geoff McDonald, human resources director for Unilever Australasia. The program provided employees with a number of tools to Human Resource Management

Page 6

simplify their work and better manage their time on the first level, while the second level focused on how they operated within the business at the team level and the third level simplified work in terms of organisational processes and employee engagement.

Organisational alignment This three-tiered approach to HR also assists in strong organisational alignment with business strategy, according to McDonald. His experience is that HR can play a critical role in helping to drive business strategy forward by having its finger on the pulse of organisational capability through people.

Emotional engagement with strategy Another area where HR plays a critical role in driving business strategy is emotional alignment, according to McDonald, which is about establishing and securing personal commitment to a business strategy.

In recognition of this, Unilever has established a process for gauging and ascertaining emotional commitment across the organisation. Originally a four-day process designed for the company‟s executive ranks, it has since been expanded and tailored to cater to all levels of the company, however the original design and concept remains the same.

Building a performance culture Such processes have improved openness and honesty around business dialogue considerably, Slator believes, as real issues are placed on the table quicker for quicker resolution as a consequence. This is in line with Unilever‟s wider strategic plan, in which the culture has shifted from being overly analytical (sometimes leading to paralysis) networked and quite comfortable, to a more action-oriented one where you “just get out and do it”, McDonald says.

The competencies of management In building a performance culture, Unilever has introduced a new set of competencies for assessing management effectiveness and performance. These competencies provide a yardstick for managers to measure not only what but how they deliver results, and play a critical role in


Page 7

Unilever‟s succession planning process. While the 11 specific competencies are for internal use only, they‟re based around the broader clusters of driving the agenda for growth, creating a growth vision for people and building commitment to growth.

HR and stepping up to the plate of credibility HR has played a critical role in defining the competency model for leadership capability and has supported it with training, coaching programs and whatever‟s needed to develop leaders for the future. And HR needs to demonstrate this kind of performance in its own function in any organisation.

D1- Recommend a suitable HRM Model for Unilever Group of companies and use critical reflection to evaluate your recommendation

L O2 (Task 02): U nder stand ways of developi ng f lexibi li ty withi n i n th e workpl ace

2.1 Explain how a model of flexibility might be applied in practice The model of Flexibility Employee with a minimum of 26 weeks continuous service may ask the company to consider a request to work flexibly. Qualifying employees can request a change to their contracted hours, working pattern and or places of work where such a change would facilitate the care of a child. The company is under a duty to consider any application. Only one application to work flexibility maybe made each year, if it is accepted it will result in a change to the employee‟s terms and conditions of employment.

Eligibility

In order to make a request to work flexibly you must:


Page 8



Be an employee



Have a child under the age of six years old, or a disabled child under 18 by the child‟s mother, father, adopter, guardian or foster parent. Alternatively the law still applies if you ar e married to, or the partner of the child‟s mother, father, adopter, guardian or foster parent



Have or expect to have responsibility for the child‟s upbringing by making the application to enable them to care for the child.



Have worked for the company for at least 26 continuous weeks at the date the application is made



th

Have made the application on later than 2 weeks before a child‟s sixth birthday or 18 birthday in the case of disabled child.



Not have made another application to work flexibly under this right during the previous 12 months.

M2- Apply model of f lexibili ty in a company li ke Uni lever Functional Flexibility : is sought so that employees can be redeployed quickly and smoothly

between activities and tasks. Functional flexibility may require multi-skilling.

For example, it may mean a reduction in demarcation lines between occupations, or in boundaries between individual jobs. There are fewer jobs reserved for employees with specific occupational backgrounds: in the NHS, for example, nurses are increasingly taking on functions formerly reserved for medical staff. Job definitions become increasingly unhelpful in many workplaces, particularly where team working or multiskilling is introduced


Page 9

Financial flexibility : provides for pay levels to reflect the state of supply and demand in the

external labour market and also means the use of flexibility pay systems that facilitate either functional or numerical flexibility.

Example, by sales staff, performance (or profit) related pay has spread to other groups throughout the workforce. This element of flexibility is important to employers as a means of linking costs to output and reducing the importance of the link between pay and prices.

Flexibility in the pattern and organization of work which describes a wide range of practices

including:

-

Numerical flexibility or the ability of firms to adjust the number of employees or the

number of hours worked to reflect business needs. Many more employees are now on short-team or temporary contacts, or are employed on a part time basis, or self-employed. This issue is discussed more fully later. We note her simply that the changes are driven primarily by changes in the nature of employer‟s business.

Example, supermarkets employ part-time labour so as to better match the hours when customers prefer to shop; temporary contract for nurse may be used to match peak demand for hospital services.

-

Working time or flexibility , which relates to variations in the number and timing of

hour‟s flexibility worked. Example, include flexi time, annual hours contracts and overtime;

-

Location flexibility , or flexibility for employees to work away from the office base,

Example, home working and teleworking

2.2 Discuss the types of flexibility which may be developed by an organization

Types of flexibility: There are different types of flexibility like part-time work, shift time work. Description has given bellow:

Part-time working Human Resource Management

Page 10

Part time working means that type of work where employee works standard time or less than full time hour.

Flexitime When employees work in a free time of starting, finishing and take break in order to employer. Staggered hours: Staggered hour can be defined that employee has different starting, finishing and breaking time allowing organisation to open longer hours.

Compressed working hours Compressed hour means that an employee work 40 hours in a week but he wants to work same hour within 5 days.

Job sharing An employee who work as a full time worker but he wants to split between another employee who agree to work with him.

Shift swapping When employee manages their shift among themselves by covering all requirements of organisation.

Time off in lieu Sometime employee work more hour when organisation get peak activity but when organisation get less busy time that time employee go for time off in lieu.

Term-time working It can be described that normally in term time employee work in his organisation like 20hour per week but when his or her school, college or university go to holiday in that time employee work like term time.


Page 11

Annual hours Annual hour means employee calculates his or her hours annually and the employer decorate shift but employer keep some hours in their hand. When organisation get peak time, then they call them for work.

Zero hours contracts An employee work that hour which his need that is called zero hour (Business link, 2010).

2.3 Assess the use of flexible working practices from both the employee and the employer perspective Flexible working has both advantage and disadvantage. In my case study Unilever should take decision after looking advantage and disadvantage of flexible working. Unilever needs to achieve their goal so they Have to take decision is it helpful or not.

Advantage of flexible working: Advantage of flexible working has given bellow: 

By flexible working employee can get good health.



By flexible working they can reduce their passion.



By flexible working employee can spend their life happily.



By flexible working responsibilities increase to employee for organisation



By flexible working employee and emplo yer can spend their time with their family.



By flexible working travel costs decrease.



Flexible gives different shift patterns through organisation.



And finally flexible working gives more effective time management.

Disadvantage of flexible working: As flexible working has advantage similarly it has some disadvantages too: 

Sometime employee get downsize salary if he works few hours.



Flexible work creates separation from one and another colleague.


Page 12



By flexible work employee feel isolation.



Human resource cannot justify honestly the performance of employee.



Flexible works creates drawback to promotion.

D-2: Demonstrate your creative thinking on flexible working practices from both the employee and the employer perspective in Unilever

The advantages Employer The most common factors driving organization to adopt more flexible working practices are: 



Increased competitiveness both nationally and globally New technology



Changes in labour demand and supply



Government policies

Whit regard to flexibility in the pattern and organiz ation of work the main needs for employers are: 

Enables employers to match work provisions more closely with cu stomer/product demand



Reduces fixed costs.



Aids recruitment and retention of employees



Increase productivity – those working for a reduced period of time are likely to be less tired less stressed



Reduces absence and labour turnover.

Employee Survey evidence of employees‟ reactions to flexible working arrangements is thin, but generally they are perceived as a „good thing‟, offering employees: 

He ability to combine work with outside with outside interests



Greater job satisfaction



Improved motivation



Less tiredness


Page 13

The disadvantages Employer 

Increased training costs



Higher direct costs



More complex administration



Communication difficulties



Management of the „flexible‟ workforce.

Employee 

Unequal treatment in terms of pay and benefits



Reduced career development opportunities



Limited training opportunities



The „psychological contract‟ is threatened



Increased job insecurity



Increase stress.

2.4 Discuss the impact that changes in the labour market have had on flexible working practices Labour market flexibility refers to the willingness and ability of labour to respond to changes in market conditions, including changes in the demand for labour and the wage rate. Labour market flexibility is an important aspect of how labour markets function to adjust supply to demand. Labour market flexibility is central to the supply-side of the macro-economy, and to its overall performance in achieving macro-economic objectives.

The demand for labour is, of course, a derived demand. In the short and medium term, the demand for labour adjusts to changes in national income and the business cycle. In the longer term, the demand for labour can change as a result of large scale and deep-seated changes to the structure of an economy, often brought about by changing technology or through globalisation and deindustrialisation. Human Resource Management

Page 14

LO3 (Task 03): Un derstand the impact of equal opportun iti es with in the work place

3.1 Explain the forms of discrimination that can take place in the workplace Discrimination: Now-a-days discrimination is the common matter through the world. Discrimination means to give the favour one people less than other people by ethnic, religion, sex and so on. British Gas should omit the discrimination through their employee, by which they can be trusted by their employee. There are different forms of discrimination which has given bellow:

Direct discrimination Direct discrimination is that discrimination where an employ get less favour than other employee to base on age, sex.

Indirect discrimination Indirect discrimination is that discrimination which is occurs on the requirement process of an organisation.

Harassment Harassment is unwelcomed conduct which has the effect of violating an employment performance or making agree sieve, disgraceful, humiliating workplace for employment.

Victimisation Victimisation is occurred to base on some reasons: Create complaint under ACT. Do anything which is unlawful or illegal

M3- Identify different forms of discrimination that can occur in Unilever and design appropriate methods for minimize it

Unilever will not discriminate against the many people in our society that experience discrimination or lack of opportunity for reasons which are unjust. These include disability


Page 15

(including mental illness), culture, religion or belief, colour, ethnic origin, language, political beliefs, gender, sexual orientation, age, marital status, responsibility for dependents. This list is not exhaustive and many other factors may contribute to discriminatory experiences.

Unilever will challenge discrimination and lack of opportunity in its own policy and practice and that in employment practices and provision of services it will strive to combat all direct or indirect forms of discrimination.

Racist incident Any incident which is perceived to be racist by the victim or any other person. If the affected person doesn‟t want to complain, another person may do so. Discrimination in any of the forms stated above is unacceptable, regardless of whether there was any intention to discriminate or not. Unilever will take every reasonable step to ensure that no-one connected with the organization receives less favorable treatment than others

Employment Unilever will ensure that: Discussion and in-house training is undertaken as necessary for personnel to combat discrimination at work.

Practice and procedures reflect the physical, cultural and religious needs of any employees and volunteers as well as those to whom services are extended.

All other appropriate measures are taken to ensure job satisfaction as well as the delivery of services to individuals and organizations.

Recruitment and selection Staff appointments will be monitored to ensure no discrimination is occurring at the point of selection.


Page 16

3.2 Discuss the practical implications of equal opportunities legislation for an organization British gas need to maintain that equal opportunity policy has given bellow. It needs for this organisation.

A range of current initiatives and practises which focus on equal opportunities in employment has given bellow:



Employer develops an equal opportunities policy, covering recruitment, promotion and training.



They set an action plan with targets so that employer and their staff have a clear idea of what can be achieved and when.



They asses the present position to establish their starting point and monitor progress in achieving their objectives.



They review their recruitment, selection and training procedures regularly, to ensure that they are delivering on their policy.



Employer draw up clear and justifiable job criteria which are demonstrably objective and job related.



Employer develops links with local community groups, organisations and schools, in order to reach a wider pool of potential applicants (Bloisi, 2007).

3.3 Compare the approaches to managing equal opportunities and managing diversity Equal opportunities are at the heart of a policy for dealing with the management of diversity or cultural differences, and organizations have policies covering the area to assert their intention to provide equal opportunities for all categories of staff.

The term is sometimes held to concentrate on avoiding discrimination or unfairness as between groups, but it should be more proactive than this.


Page 17

It should involve acknowledging, tolerating and indeed welcoming difference. It can also involve being proactive, as in what the Americans call „affirmative action‟ such as boosting the proportion of minority groups in employment.

It also needs to emphasize that equal opportunities is not just something to be pursued by management, but is the responsibility of all workers towards each other.

Bullying and harassment are practices which are sometimes pursued by managers, but much more frequently by workers or groups of workers against each other. (Rosemary P.160. 2002)

Managing diversity means „that people should be valued as individuals for reasons relating to business interests, as well as for moral and social reasons. It recognizes that people can bring fresh ideas and perception which can make the way work is done more efficient and products and service better (Institute of personnel and Development (IPD) 1997).

In order for diversity management to work there must be involvement from a wide range of people, form the chief executive and the board through to the human resource management and the line mangers. According to the CIPD „managing diversity needs to become a mainstream issue which influences all employment policies and working p ractices‟ (IPD 1997)

D3- Use critical reflection to evaluate the approaches of managing equal opportunities and managing diversity

Base on drivers for change Equal opportunity drive externally but managing diversity drive internally. Equal opportunity rests on proper and sound arguments and managing diversity rests on business case. Equal opportunity appreciates EO as a cost and it appreciate as investment.

Degree of combination Equal opportunities are operational and managing diversity is strategic.


Page 18

Equal opportunity corporate with process but managing dive rsity corporate with outcomes.

Sensation of difference Equal opportunity sensate as other and managing diversity sensate as asset.

Focus of action Equal opportunity focus on group discrimination and managing diversity focus on improvement for individuals. It is group of initiatives and it is universal of initiatives. It supported by narrow positivist knowledge base and it is supported by pluralistic knowledge base (His academy, 2010).

LO4 (Task 04): Understand approaches to human resource practices in organisations

4.1 Compare different methods of performance management Critical Incident Method Under this method the performances and critical incidents of the employees are continuously recorded along with the behavior to all positive or negative characteristics in a notebook which is specially designed.

Weighted checklist method This method involves weighting different items in the checklist. It contains a series of statements about an individual that indicates some are more important than others.

Paired Comparison Analysis Relatively this method is simple. In this method the employees are ranked by the appraiser by comparing one employee‟s with the other employee‟s performances in a group, one at a time.

Graphic Rating scales This is the most commonly used method of measuring performance. In a printed form, each employee‟s characteristics will be rated.


Page 19

Essay Evaluation method In this method an open-ended appraisal of an employee will be conducted by the supervisor in a free form in his own words and writes down his impression.

Behaviorally Anchored Rating Scales (BARS) This method combines elements of the traditional critical incidents and rating scales methods. BARS helps to describe the job behaviours from critical incidents. The ineffective and effective behaviours are described more objectively.

Performance Ranking method Employees in this method employees are ranked from best to worst on certain characteristics and performances in that particular job category.

MBO(Management by Objectives) Management by objectives can be described as “a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual‟s major areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contributions of each of its members.”

360 degree performance appraisal In this method the appraisers are peers, supervisors, subordinates and employees themselves. The Performance Appraisal by all these parties is called 360 degree appraisal and the employee should be assessed without any bias.

Forced Ranking In this method the rater‟s tendency is corrected not to give consistently low or consistently high ratings to all the employees.

Behavioral observation Scales In this method the value and behaviour of the employees are measured whose performances cannot be evaluated on productivity basis alone. This sort of evaluation is used to ensure whether the employee is meeting the required expectation or necessary disciplinary action is to be taken.


Page 20

4.2 Assess the approaches to the practice of managing employee welfare in Unilever

4.3 Discuss the implications of health and safety legislation on human resources practices in Unilever

Occupational Health and Safety is an essential element of a successful and sustainable business in today's global village. Consequently, Unilever takes responsibility for Occupational Health and safety very seriously. Sustainable, profitable growth for Unilever is depen dent on:



Providing consumers and customers with products that are safe in use.



Protecting the health and safety of employees and contractors.



Managing activities so as to provide care and protection of the environment

"To achieve a safe working environment and a world class reputation for Unilever in Health & Safety at Work"

Some companies take some actions in order to retain health and safety in the company. Some may be in success but some companies can‟t achieve that goal. Unilever achieves health and safety by followings;



Developing, designing, operating and maintaining facilities and processes that are safe and without risk to health.


Page 21



Developing, introducing and maintaining systems, which will establish appropriate standards of occupational health and safety and ensure compliance with all applicable legislation and internal Unilever standards by means of regular auditing?



Setting annual improvement objectives, targets, and reviewing these to ensure they are being met at company, divisional and departmental levels to ensure continual improvement.



Involving all employees in the preparation, review and implementation of this policy and providing appropriate training and safety awareness.



Holding management at all levels accountable for the occupational health and safety performance of their staff.



Providing for dissemination of information on health and safety at work by establishment of suitable communication networks both within Unilever Ghana and with outside bodies.

4.4 Evaluate the impact of one topical issue on human resources practices in Unilever Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based organization or community group. While generalist managers or administrators can undertake some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the o rganization.

The recruitment industry has four main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews.


Page 22

Job Analysis The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. Often times a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting recruitment with an accurate job analysis and job description insures the recruitment effort starts off on a proper track for success.

Sourcing Sourcing involves; 1) Advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs;

2) Recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for so-called passive prospects, also called n ame-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened.

Screening and selection Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through resumes, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numaracy,and literacy, through physiological tests or employment testing. In some countries, employers are legally mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric testing.


Page 23

Reference Alderfer, C.P. (1972). Existence, relatedness, and growth: Human needs in organizational settings. New York: Free Press Bloisi, W. (2007) An Introduction to Human Resource Management, Maidenhead, McGraw-Hill Education Hackman, J.R., & Oldham, G. (1980). Work redesign. Reading, MA: Addison-Wesley Herzberg, F., Mausner, B., & Synderman, B. (1959). The motivation to work . New York: John Wiley & Sons Maslow, A.H., & Kaplan, A.R. (1998). Maslow on management . New York: John Wiley & Sons


Page 24

HRM_uniliver

Recommend Documents