You are on page 1of 6

Human Resource Department

The Human Resource Department is subdivided into three branches:

Shared Services
Centre of Expertise
Business Partners

Shared Services
Shared Services are responsible for data and record collections of all the employees
of Nestl Pakistan. They handle the payrolls, division of provident funds, medicalall
owances, travel allowances, and all other administration of the employee funds.

Shared Services (SS)

As explained in the organization structure, this department is responsible for
maintainingthe data and records of the employees to decide about their
pays, allowances etc. Thedepartment is also supposed to carry out the
performance appraisals (PA) with the help of the line managers. The SS sets
guidelines and provides the line managers with tools,systems and
processes to evaluate their subordinates. Based on these evaluations,
paysand remunerations are decided. (Remunerations are done by the Centre of
Expertise). The pay and compensation strategy is tied to the
achievement of the business objectives andhelps them build a growthoriented culture.Apart from payrolls, SS is in-charge of administration of employee
funds. It is supposedto decide that which employee gets which fringe benefit, and to
what extent, for example,medical allowances, travel allowances etc. The
provident funds for employees are also calculated by SS.The SS is a vital
department for maintaining employee motivation and loyalty to Nestl.It needs to
be ensured that all data collection and PAs are done correctly, and in line withthe
procedures and guidelines set by the organization. It also needs to give
enoughallowances and leverages to the employees to allow them to balance their
personal and professional life. Nestl believes that employees private and
professional life should have a good balance.In the same spirit, Nestl encourages
flexible working conditions whenever possible andencourages its employees to have
interests and motivations outside work.This not only maintains satisfaction
with the job, it also increases loyalty, productivity and provides motivation for
better performance in the future.

Centre of Expertise
The Centre of Expertise is the department responsible for recruitments,
remunerationsand organization development through Nestls training programs, bo
th local and international.

Business Partners
The Business Partners form the link between different human resource activities of
theorganization, and the functional departments they are working with. The Human
Resource ManagerCommercial is a Business Partner for Sales and reports to the
of Sales Department. He is supposed to form a link between the Human ResourceDe
partment and the Sales Department, making sure all decisions made by the Sales
Department are in line with the Companys goals and policies.

Hiring & Recruitment

Hiring and requirement is the most important task performed by Centre of
Expertise. It ist h e p r o c e s s o n w h i c h t h e e n t i r e c o m p a n y s f u t u r e a n d
p e rf orman ce re l ie s up on .
T h e B u s i n e s s Pa r t n e r s a r e s u p p o s e d t o c o m m u n i c a t e t h e s t a ff r e q u i
r e m e n t s o f d i ff e r e n t departments, and set the job description and
requirements. Contacts with universities
andr e c r u i t m e n t e v e n t s a r e m a i n t a i n e d t o h a v e g o o d v i s i b i l i t y
o f t h e C o m p a n y a n d recruitment sources.The recruitment offi ce looks for
three key characteristics: knowledge, personality and motivation. For
managerial positions, specific leadership qualities and business acumen isrequired.
Even when promoting employees from within the organization, it is their role tokeep
an eye on valuable
candidates.T h o s e w h o m e e t t h e e s s e n t i a l r e q u i r e m e n t s a r e t h e n e v a l
u a t e d t h r o u g h a s e r i e s o f screening tests, interviews and group discussion
sessions to gauge their suitability for the job. It is extremely important to hire the
right person, not just for Companys objectives, but to help
integrate newcomers in the organization so that their skills and behavior
canmerge smoothly with the company culture.At Nestl the recruitment is done
keeping the objective of diversification in mind. Theorganization has a global
mindset which involves diversity to encourage and foster creativity and new ideas,
which forms the unique selling proposition of a business.

Training Programs
Training is seen as an ongoing process. It doesnt only involve training
sessions andlectures, but day-to-day interactions with the superiors and fellow
employees, absorbingtheir knowledge and ideas: guidance and coaching by
managers is a given. Knowledgealso comes through the tasks assigned: simple
learning-by-doing and on-the-job training.Apart from that, Nestl is committed
to enhancing employee skills and
competenciest h r o u g h f o r m a l t r a i n i n g p r o g r a m s . T h e s e a r e s e l e
c t e d a c c o r d i n g t o i n d i v i d u a l requirements and the job they are working
for. The candidates are selected based on their performance, potential and
personal development goals and recommendations come
fromt h e H e a d o f H u m a n Re s o u r c e D e p a r t m e n t a n d t h e B u s i n e s s Pa r t
n e r s o f r e s p e c t i v e departments. The Centre of Expertise is responsible
for designing and providing the requisite training once the candidate and his
needs are identified.

T h e p r o g r a m s a r e n o t j u s t l i m i t e d t o f u n c t i o n a l s p e c i fi c t r a i n i n g , f
o r e x a m p l e s a l e s training, but also for augmenting interpersonal skills
and image building, in short, the softer skills.The training could be local,
regional or international, based on need and performance. Atthe International
Training Centre in Switzerland, the trainee has the opportunity to meetmanagers
and leaders from all over the globe, getting training sessions from even
theCEO, Peter Brabeck-Letmathe.
Nestls remuneration is benchmarked against other organizations and surveyed on
aregular basis to ensure that it remains competitive and fair. The policy needs to be
framedkeeping local market, individual performance, skills and potential for
development inmind. This is what they call the Total Competitive
Remuneration.The managers task is to ensure that the remuneration structure
facilitates theimplementation of flat organizational structure and be flexible so as to
be able to adapt tothe evolution. It is also the managers task to evaluate
remuneration of each staff member taking into account her/his professional
performance and her/his specific responsibilities.These specialists need to know
about stock options, and how to compare and compensatethe employee payroll

system. They need to make regular changes in their strategies andfind new ways of
operating to increase the efficiency of the whole organization. Thishelps ensure not
just the companys growth, but motivation for individual growth as well.
Interview with the Human Resource Manager
Name: Omar Hassan JanjuaDesignation: Human Resource Manager-Commercial
Tasks and Responsibilities of the Manager
Chain of command and Span of control
Mr Janjua is a two boss manager in the matrix structure. He has a dual chain of
commandand reports to the Head of Human Resource Department and the Head of
SalesDepartment. Two people report directly to him. He also shares targets with ther
ecruitment centre and can be held accountable for its actions. He comes to the
forefrontas the first line of contact person for the Shared Services and recruitment.
Strategic Vs Operational Roles
He is more involved in strategic decision making as opposed to making tactical
andoperational decisions. His role can be interpreted as a link between the
departments andthe centre.
The Human Resource Department is responsible for providing tools, processes
and procedures to the managers and then its their responsibility to apply it
according to thedemand of the situation. He ensures those tools are being used
and implementedeffectively.
Role as a Business Partner
His tasks and responsibilities can be clearly explained with his position in the
business asa Business partner. A business partner is a link between the whole of
the organization andthe Human Resource Department. His main focus is on
coordinating and integrating thestrategies and plan of actions of different
departments in line with the whole organization.He ensures that the growth
objectives and plans of the departments dont come intoconflict with the mission of
the organization as a whole. The Centre of Expertise isconcerned with making
changes and finding new ways of operating to increase theefficiency of the whole
organization. Mr Janjua has to be careful in maintaining a balance between
innovation and business objectives.His role is not transactional and he is not
involved in the paper work For example, if thereis a need to recruit people in a
department, he doesnt advertise the job descriptionhimself. Instead he
communicates the needs of the particular department to the HumanResource
Department. He then actively participates in the selection process i.e. selectsthe
right person from a pool of applicants through interviews and assessments.In
contrast to the Centre of Expertise which requires specialists, Mr Janjua is a

generalist;he doesnt have to be an expert but has to be aware of everything that is

going around inthe organization.
Ensuring Coordination & Integration
Different departments come up with different plans which need to be evaluated not
onlyon terms of finance but also in terms of the business entity as a whole. This
places a lot of emphasis on the decision making ability of Mr Janjua. Authority is
delegated so thatothers are involved in making changes and plans but he has to
remain involved at alltimes with the concerned department. He has to remain
continuously in touch with thedepartments and has to remain updated about their
future growth objectives.Communication has to be ensured on a regular basis.
Training & Development of Employees
Mr Janjua placed special emphasis on the need for training in an organization so
that theemployees can handle their delegated responsibilities well. Training can be
seen as a toolto support them in their tasks and responsibilities and to motivate
them to performoutstandingly. The Organization Development Department is
responsible directly for thetraining needs of the employees. They hire trainees and
then Mr Janjua communicates the
objectives of the training plan to the trainees. For example, should the training
be provided in interpersonal skills or should it be provided in specific functional
skills. Hethen helps in identifying and nominating a pool of people who can benefit
and implementthe training practically in the near future so that the benefits are
maximized for theorganization as a whole.
Ensuring Motivation & Communication with the Employees
After the line manger he is responsible for ensuring that the staff is motivated
andcommitted to their work. He believes in keeping an interactive relation with
theemployees and to intervene anytime there is a conflict between two parties. He
has also been involved in conducting road shows and meetings to encourage a spirit
of participation and belongingness in the employees.
Nestl as a Global Entity
Nestl is a global organization so ensuring that the operations and objectives
of NestlPakistan are in coordination with the global image is important. Mr. Janjua
keeps this inmind while evaluating projects and plans before implementation. Like
other training projects, he nominates people, for Nestls international training
Providing Guidance

His role also focuses on providing guidance to the employees when needed e.g. that
whenopinion surveys had to be filled out for all the employees; he provided
them with anorientation to ensure there were no confusions as regards to the
Observations & Evaluations
It can be evaluated from his interview that he has the legitimate power and a
direction toensure coordination and consistency in the organization. He has to
optimize and maintaina balance. He can be referred to as following a middle of the
road management system tokeep a balance between control and delegation.His
functions basically include decision making and planning (to evaluate plans),
leading(to ensure motivation and good communication) and controlling. As
he can be seen as
am i d d l e m a n g e r , h u m a n s k i l l s a r e i m p o r t a n t f o r m o t i v a t i n g , C o n c e
p t u a l s k i l l s a r e necessary to ensure consistency between objectives of
diff erent departments and theorganization as a whole and some technical skills
to provide guidance when needed.