2013

Nestl

German University in Cairo

Faculty of Management Technology

Project

Prepared By:
Dina Amgad El Amir
Naglaa Ahmed Raouf Hamed

Submitted To
Dr. Tarek El-Badawy

Course Name
Human Resource Management (HROB 901)

December 2013

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History of the Company

Nestl's origins date back to 1866, when two separate Swiss enterprises were founded that would
later form the core of Nestl. In the succeeding decades, the two competing enterprises
aggressively expanded their businesses throughout Europe and the United States.
In August 1867, Charles (US consul in Switzerland) and George Page, two brothers from Lee
County, Illinois, USA, established the Anglo-Swiss Condensed Milk Company in Cham,
Switzerland. Their first British operation was opened at Chippenham, Wiltshire, in 1873.
In September 1866, in Vevey, Henri Nestl developed a milk-based baby food, and soon began
marketing it. The following year saw Daniel Peter begin seven years of work perfecting his
invention, the milk chocolate manufacturing process. Nestl's was the crucial cooperation that
Peter needed to solve the problem of removing all the water from the milk added to his chocolate
and thus preventing the product from developing mildew. Henri Nestl retired in 1875 but the
company under new ownership retained his name as Socit Farine Lacte Henri Nestl.
In 1877, Anglo-Swiss added milk-based baby foods to their products and in the following year
the Nestl Company added condensed milk so that the firms became direct and fierce rivals.
In 1905, the companies merged to become the Nestl and Anglo-Swiss Condensed Milk
Company, retaining that name until 1947 when the name Nestl Alimentana SA was taken as a
result of the acquisition of Fabrique de Produits Maggi SA (founded 1884) and its holding
company Alimentana SA of Kempttal, Switzerland. Maggi was a major manufacturer of soup
mixes and related foodstuffs. The companys current name was adopted in 1977. By the early
1900s, the company was operating factories in the United States, United Kingdom, Germany,
and Spain. The First World War created demand for dairy products in the form of government
contracts, and, by the end of the war, Nestl's production had more than doubled.
Nestl felt the effects of the Second World War immediately. Profits dropped from
US$20 million in 1938, to US$6 million in 1939. Factories were established in developing
countries, particularly in Latin America. Ironically, the war helped with the introduction of the
company's newest product, Nescaf ("Nestl's Coffee"), which became a staple drink of the US
military. Nestl's production and sales rose in the wartime economy.
After the war, government contracts dried up, and consumers switched back to fresh milk.
However, Nestl's management responded quickly, streamlining operations and reducing debt.
The 1920s saw Nestl's first expansion into new products, with chocolate-manufacture becoming
the company's second most important activity. Louis Dapples was CEO till 1937, when
succeeded by douard Muller till his death in 1948.
The end of World War II was the beginning of a dynamic phase for Nestl. Growth accelerated
and numerous companies were acquired. In 1947 Nestl merged with Maggi, a manufacturer of
seasonings and soups. Crosse & Blackwell followed in 1950, as did Findus (1963), Libby's
(1971) and Stouffer's (1973). Diversification came with a shareholding in L'Oral in 1974. In

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1977, Nestl made its second venture outside the food industry, by acquiring Alcon Laboratories
Inc.
In 1984, Nestl's improved bottom line allowed the company to launch a new round of
acquisitions, notably American food giant Carnation and the British confectionery company
Rowntree Mackintosh in 1988, which brought the Willy Wonka brand among others to
Nestl.
The first half of the 1990s proved to be favourable for Nestl. Trade barriers crumbled, and
world markets developed into more or less integrated trading areas. Since 1996, there have been
various acquisitions, including San Pellegrino (1997), Spillers Petfoods (1998), and Ralston
Purina (2002). There were two major acquisitions in North America, both in 2002 in June,
Nestl merged its U.S. ice cream business into Dreyer's, and in August a US$2.6 billion
acquisition was announced of Chef America, the creator of Hot Pockets. In the same time-frame,
Nestl came close to purchasing the iconic American company Hershey's, one of its fiercest
confectionery competitors, although the deal eventually fell through.[11][better source needed] Another
recent purchase included the Jenny Craig weight-loss program, for US$600 million.
In December 2005, Nestl bought the Greek company Delta Ice Cream for 240 million. In
January 2006, it took full ownership of Dreyer's, thus becoming the world's largest ice cream
maker, with a 17.5% market share.
In November 2006, Nestl purchased the Medical Nutrition division of Novartis Pharmaceutical
for $2.5B, also acquiring, in 2007, the milk-flavoring product known as Ovaltine.
In April 2007, returning to its roots, Nestl bought US baby-food manufacturer Gerber for
$5.5 billion.
In December 2007, Nestl entered into a strategic partnership with a Belgian chocolate maker,
Pierre Marcolini.
Nestl agreed to sell its controlling stake in Alcon to Novartis on 4 January 2010. The sale was
to form part of a broader US$39.3 billion offer, by Novartis, for full acquisition of the worlds
largest eye-care company.
On 1 March 2010, Nestl concluded the purchase of Kraft Foods' North American frozen pizza
business for $3.7 billion.
In July 2011, Nestl SA agreed to buy 60 percent of Hsu Fu Chi International Ltd. for about $1.7
billion. On 23 April 2012, Nestl agreed to acquire Pfizer Inc.'s infant-nutrition unit for $11.9
billion. Before the acquisition, there was a 'bidding war' between the three shareholders Nestl,
Mead Johnson Nutrition and Danone. Each of the companies held a share, with Nestl holding
the biggest share (17%) (Johnson held 15%, Danone 13%).
As of 28 May 2013, Nestl has announced that it will expand R&D in its research center in
Singapore. With a primary focus on health and nutrition, Nestl is investing $4.3 million in its

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Singapore center, creating 20 jobs for experts in related R&D fields. In 2013 Nestle Nigeria
successfully pioneered and implemented the use of compressed natural gas as a fuel source to
power their Flower-gate factory.
Introduction to Nestl
Nestl Corporate Business Principles will continue to evolve and adapt to a changing world, their
basic foundation is unchanged from the time of the origins of their Company, and reflects the
basic ideas of fairness, honesty, and a general concern for people. Nestl is committed to the
following Business Principles in all countries, taking into account local legislation, cultural and
religious practices:
-Nestl's business objective is to manufacture and market the Company's products in such a way
as to create value that can be sustained over the long term for shareholders, employees,
consumers, and business partners.
-Nestl does not favor short-term profit at the expense of successful long-term business
development.
- Nestl recognizes that its consumers have a sincere and legitimate interest in the behavior,
beliefs and actions of the Company behind brands in which they place their trust and that without
its consumers the Company would not exist.
- Nestl believes that, as a general rule, legislation is the most effective safeguard of responsible
conduct, although in certain areas, additional guidance to staff in the form of voluntary business
principles is beneficial in order to ensure that the highest standards are met throughout the
organization.
- Nestl is conscious of the fact that the success of a corporation is a reflection of the
professionalism, conduct and the responsible attitude of its management and employees.
Therefore recruitment of the right people and ongoing training and development are crucial.
- Nestl continues to maintain its commitment to follow and respect all applicable local laws in
each of its markets.
Mission Statement
At Nestl, we believe that research can help us make better food so that people live a better life.
Good Food is the primary source of Good Health throughout life. We strive to bring consumers
foods that are safe, of high quality and provide optimal nutrition to meet physiological needs. In
addition to Nutrition, Health and Wellness, Nestl products bring consumers the vital ingredients
of taste and pleasure.
Vision Statement
Nestl aim is to meet the various needs of the consumer every day by marketing and selling food
of a consistently high quality. The confidences that consumers have in our brands is a result of
our companys many years of knowledge in marketing, research and development, as well as
continuity consumers relate to this and feel they can trust our products.

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Nestl
Main Products

Good Food, Good Life: the key to health, nutrition and wellness. With over 140 years of
experience and expertise, we take great pride in bringing you the best products because happy,
healthy consumers are important to us. We develop our products keeping your preferences, tastes
and needs in mind. We understand that you, along with millions of other consumers, know that
you can trust our products to deliver purity, quality, convenience and nutrition. Our products are
carefully aligned to Pakistani tastes and needs. We're always trying hard to develop new products
and improve existing ones, and serve our consumers better. That's why through constant
renovation and innovation we're always testing or launching value added products and making
them available in sizes that will suit every requirement. So explore the world of health with
Nestl products, and find out what suits your family's needs!

Figure 1 Hierarchy Structure

Human Resources Department at Nestl
HR Dep. is dedicated to their employees, and ensures that they have all the right people with the
right skills, in the right places at the right time. Understanding that their people are the bedrock
of all their business strategies, it is their mandate to enhance their skills with cutting-edge
training and provide them with world-standard facilities.
They select flexible, innovative people who are ready to confront new challenges and make a
difference. Their groundbreaking Management Trainee Programmed aims to develop talented
young men and women and help them achieve their potential in a dynamic and enabling

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Nestl

environment. Over a hundred people travel out of the country every year to take advantage of
their international training and development events.

Figure 2 HR Department at Nestle

HR activities at Nestl
1. Recruitment: the potential for professional development is an essential standard for
recruitment
2. Performance Appraisal: The corresponding manager or supervisor evaluate or Judge
the Job performance of an employee by a method like performance appraisal, employee
appraisal, and performance review or development discussion. The employees are given
importance at their work place as the Nestl Company is absolutely dependent on the
quality of its employees performance. The company pays incentives to its employees to
encourage them to give better performance.
3. Compensation Benefit: Compensation is a main thing of Nestl Real Rewards package,
which forces the top performers to give their best. The philosophy of Nestl is to afford
and keep up disciplined compensation programs that keep up a long term relationship
with employees at the time of judging their performance. Nestl promise to offer
compensation packages including base pay, short and long term incentives and benefits.
Nowadays they are competitive in market.
Nestl Human Resource Policy
Nestl Human Resource policy encompasses those guidelines which constitute a sound basis for
efficient and effective HR Management in the Nestl Group around the world.
They are in essence flexible and dynamic and may require adjustment to a variety of
circumstances. Therefore its implementation will be inspired by sound judgment, compliance
with local market laws and common sense, taking into account the specific context. Its spirit
should be respected under all circumstances.
As Nestl is operating on a worldwide basis, it is essential that local legislation and practices be
respected everywhere. Also to be considered is the degree of development of each market and its
capacity to advance in the management of their human resources.

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Should any HR policy conflict with local legislation, local legislation will prevail.
These policies are addressed to all those who have a responsibility in managing people as well as
to HR professionals.
The Nestl Management and Leadership Principles include the guidelines inspiring all the Nestl
employees in their action and in their dealings with others. The Corporate Business Principles
refer to all the basic principles which Nestl endorses and subscribes to on a worldwide basis.
Both these documents are the pillars on which the present policy has been built.
1. A shared Responsibility
Each employee has a distinct responsibility in dealing with people be it as a leader of a team or
as a peer.
HR managers and their staff are there to provide professional support in handling people matters
but should not substitute themselves to the responsible manager.
Their prime responsibility is to contribute actively to the quality of HR management throughout
the organization by proposing adequate policies, ensuring their consistent application and
coherent implementation with fairness.
Acting as business partners, the HR manager advises and offers solutions which results in
positive impact on the organizations effectiveness. Furthermore, she/he proposes best practices
and provides state-of-the-art support and counseling to her/his colleagues. Together they act as
co-responsible partners for all HR matters.
This partnership is the key for efficiency in people management.
The communication skills of the HR staff must be appropriate to deal with all delicate matters as
they occur frequently in human relations issues. They gain their credibility not only from their
professional contribution but also through the care and the excellence of their communication
skills.
2. Dealing with People
The Nestl Management and Leadership Principles describe the management style and the
corporate values of the Nestl Group, specifically in the area of interpersonal relations. Their
respect calls for specific attitudes which deserve to be outlined in the present policy:
- A prerequisite for dealing with people is respect and trust. There can be no room for
intolerance, harassment or discrimination of any kind as they are the expression of an elementary
lack of respect. This principle suffers no exception and is to be applied at all levels and under all
circumstances.
- Transparency and honesty in dealing with people are a sine qua non for efficient
communication. Based on facts and on a sincere dialogue, such transparency is the only solid
basis for boosting continuous improvement.
- This is to be complemented by open communication with the purpose of sharing competencies
and boosting creativity. It is particularly relevant in a flat organization to convey systematically
all information to those who need it to do their work properly. Otherwise no effective delegation
or knowledge improvements are possible.
- To communicate is not only to inform. It is also to listen and to engage in dialogue. Every
employee has the right to an open conversation with superiors or colleagues.
- The willingness to cooperate and to help others is a required basis for assessing potential
candidates in view of a promotion.

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- In case of discord between an employee and her/his superior or another employee, the
possibility must be offered for a fair hearing. The HR staff will provide assistance to ensure that
the disharmony is dealt with impartially and that each party has the opportunity to explain her/his
viewpoint regardless of hierarchical position.
3. Joining Nestl
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. This is a primary responsibility for all
managers. The Nestl policy is to hire staff with personal attitudes and professional skills
enabling them to develop a long-term relationship with the Company.
Therefore the potential for professional development is an essential standard for recruitment.
Each new member joining Nestl is to become a participant in developing a sustainable quality
culture which implies a commitment to the organization, a sense for continuous improvement
and leaves no place for complacency. Therefore, and in view of the importance of these Nestl
values, special attention will be paid to the matching between a candidates values and the
Company culture. Hence, a clear communication of these principles and values from the very
beginning of the recruitment process is required.
Those who are not willing to adhere to the Corporate Business Principles and/or to the Nestl
Management and Leadership Principles cannot be part of the Company, as both these documents
express the basic values and principles of the Organization.
Moreover, for managerial positions specific leadership qualities and business acumen will be
required.
Nestl 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--vis relevant recruitment sources. Particular care
will be given to the treatment of each candidacy regardless of the outcome of the selection
process. Even when promoting employees intensively from within the organization, 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, it is understood that the
decision 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. As mentioned in the Nestl Management and Leadership
Principles, only relevant skills and experience and the adherence to the above principles will be
considered in employing a person. No consideration will be given to a candidates origin,
nationality, religion, race, gender or age. It is as important to hire the right person as it is to
integrate newcomers in the organization so that their skills and behavior can merge smoothly
with the company culture. Whereas from new employees it is expected to respect our companys
culture, it is accordingly required from all employees to show an open mind towards new ideas
and proposals coming from outside.
4. Employment at Nestl
The Corporate Business Principles outline the Companys commitment to fully endorse and to
respect a series of principles and international conventions concerning employees 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

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necessary processes to ensure that these principles are enforced at all levels. Employees who are
not abiding with the Corporate Business Principles and the Nestl Management and Leadership
Principles cannot be maintained in employment and will be requested to leave the organization.
Also our main suppliers and providers of outsourced services should be informed of the
Corporate Business Principles and should comply with those.
Nestl 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. Therefore,
suggestions for improvement are welcome and will be given prime consideration. In the same
way that no discrimination for reason of origin, nationality, religion, race, gender or age will be
tolerated when joining Nestl, no such discrimination will be tolerated towards Nestls
employees.
Furthermore, 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.
Nestl 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.
Nestl favors a policy of long-term employment. Whenever, an operation/activity cannot be
maintained within the Nestl sphere, reasonable steps will be undertaken to avoid overall loss of
employment by identifying an external business willing to take over activity from Nestl,
whenever this is possible. If this is not possible, a closing down may be unavoidable. It will be
handled in full respect of local legislation and of the Corporate Business Principles. A social plan
will be elaborated taking into account the legitimate interests of the concerned staff. Reasonable
efforts will be deployed to reduce, as much as possible, the negative social impact of such a
situation.
5. Work/Life Balance
At Nestl they believe that the employees private and professional life should have a good
balance. Not only because it reinforces employees satisfaction, loyalty and enhances
productivity but also because it positively reflects on the Companys reputation. It helps
attracting and retaining people and reconciles economical imperatives with well being.
Nestl 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, Nestl encourages flexible working conditions whenever possible
and encourages its employees to have interests and motivations outside work.
6. Remuneration
Nestl favors competitive, stimulating and fair remuneration structures offering an overall
competitive and attractive compensation package. Remuneration includes salary, any variable
part of remuneration as well as social, pension and other benefits. Each operating company will
establish a compensation practice taking into account relevant external compensation levels as

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well as the requirement of internal fairness. It is recommended to undertake regular surveys so as

to gather relevant information on the remuneration levels practiced at a local or national level.
Nestls policy is to strive to position itself as an employer offering remuneration levels above
the average of the relevant benchmark. Nestl 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.
7. Professional Development
-Learning
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 Nestl. First and foremost, training is done on-thejob. 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.
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. Great importance
will be attached to programs enhancing the language skills of the employees. 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. Training
programs should, as much as possible, be based on action learning and reduce ex-cathedra
teaching to the strict minimum. 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.
-Assessing and Developing
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 Nestl Human Resources Policy Professional
Development Such opportunities should take into account the potential of each employee and be
discussed with transparency. They will be based on defined possibilities, concentrate on the
next career step and not on vague promises or remote hypotheses. The Company encourages its
employees to express their objectives and expectations in an open dialogue. 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. Whereas succession plans forecast the Company needs, they will be

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reconciled, inasmuch as possible, with individual development plans. HR management provides

the support for implementing the necessary planning tools, having in mind the necessary
flexibility to cope with unforeseen situations. However, it is understood that each manager is
co-responsible for preparing the resources necessary to the development of the Company as this
is also part of his accountability. Regular counseling and guidance are the best tools for
improving performance and for helping people develop their skills. It also allows correcting
errors swiftly and to transform them into a positive learning experience. In an organization with
flat structures this supports better delegation. Direct personal contact should always been given
preference over written communication whenever possible. Each manager has the duty to act as
a mentor for his employees.
Formal assessment should take place on a regular basis, preferably once a year. Its purpose is to
provide feedback on past performance and future potential as well as on other relevant aspects
concerning a staff members work including the development of his skills and competencies.
Both the positive and negative aspects of individual performance should be frankly addressed.
Assessment of performance should be based on facts rather than opinions.
For managerial positions, assessment will be based essentially on agreed objectives and their
level of achievement. The Nestl Human Resources Policy 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 employees
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 themselves. Candidates for managerial positions should clearly have demonstrated their
willingness and ability to apply the Nestl Management and Leadership Principles.
8. Industrial Relations
Nestl upholds the freedom of association of its employees and the effective recognition of the
right to collective bargaining. Nestl wishes, also through its relationship with unions and other
representative associations, to sustain the long-term development of the Company, both to the
benefit of the employees and of the Company, by maintaining a level of competitiveness adapted
to its economic environment. Industrial relations are a clear responsibility of local management
and will be handled at the appropriate level: first at site level (factories, warehouse) subsequently
at regional or national level, according to local law and practices.
Nestl will ensure that direct and frequent communication is established with its employees, both
union members and non-members, as mentioned in the Nestl Management and Leadership
Principles. Relations with unions will be established under strict observation of national law,
local practices as well as those international recommendations to which Nestl has adhered to on
a voluntary basis as stated in the Corporate Business Principles.

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The Nestl Human Resources Policy Contacts with union delegates should create a further
opportunity to provide information allowing their members and other representative associations
to acquire a full understanding of the business activities and the goals of Nestl.
In accordance with local legislation, Nestl will refrain from any action restricting the
employees right to be or not to be affiliated to a union. Nestl will not engage with any union or
other representative association in activities or discussions other than those relating to
employment and working conditions as well as issues relating to the workplace.
Whenever negotiations take place, they will be duly prepared with the full involvement of line
management and take into account both the Companys and the employees legitimate interest.
In dealings with unions, it will be ensured that management prerogatives be properly maintained.
9. HR Organization
The fact that Nestl is more people and product than systems oriented is reflected in the way HR
is functioning and is organized. Processes and systems as well as professional HR tools are there
to support HR management but never to the detriment of the human dimension. The human
perspective should be present at all times and under all circumstances.
The HR function should report to the manager responsible for a defined operation (Region,
Market, Country, and Factory) with a functional relation to the market HR according to the size
of that operation. The HR manager should not only have the skills and competencies from a
purely professional standpoint but also have the charisma and the credibility to be a trustworthy
partner to her/his colleagues. Whereas the HR function should indeed provide flawless
administrative support, its main role is to add value to the business and to play a proactive role in
every situation where HR action is required. Specific HR KPIs are useful in assessing the
performance of an HR unit. However, it should be kept in mind that the HR contribution aims in
the first place at optimizing the overall company performance through improving people
performance. With the evidence that the human capital is of increasing importance, HR plays
indeed a pivotal role in the conception and implementation of the people strategies that impact
financial results and the organizations overall reputation and effectiveness.

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Analysis of HR Performance
The performance of an organization must be analyzed for the development. This analysis makes
revaluation of existing strategy possible and easy to understand the faults so that organization
can rectify them at once.
Recruitment, training and development of employees caliber have been done with high
standards.
HR Management provides best working conditions with suitable growth opportunities.
Employees must maintain rules and regulation of the country.
HR Management keeps the record of the best performing employees and gives them
opportunities for growth.
This analysis proves the best performance standard of HR dept. in the present market.
It is clear that Nestl emphasizes on personal achievement and the pay structure HR has planned
for its employees and the company also mixes practices like Job Enrichment and Job
enlargement, to motivate employees and to break the monotony of their Job tasks.