6/16/2014

HUMAN RESOURCE MANAGEMENT

Presenters
Hafiz M. Zubair (54)
Hafiz Dabeer (05)

Hassan Habib (15)

Hira Baig (30)
Sara Hameed (34)
Maham Aslam (43)

Submitted to:
PROF. WAJEEHA KAZIM

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Table of Contents
Introduction To Unilever............................................................................................................ 6
Logo ............................................................................................................................................ 7
Operations.................................................................................................................................. 7
Competitors: .............................................................................................................................. 7
Products ..................................................................................................................................... 8
.................................................................................................................................................... 8
Billion-euro brands..................................................................................................................... 9
Food and beverages ................................................................................................................... 9
Ice-creams: ............................................................................................................................... 11
History ...................................................................................................................................... 13
Unilever Pakistan Limited needs no introduction ................................................................... 14
Now a force to be reckoned with ............................................................................................ 14
Timeline.................................................................................................................................... 15
Mission ..................................................................................................................................... 18
Vision........................................................................................................................................ 20
Company Information .............................................................................................................. 22
.................................................................................................................................................. 24
Financial Statements 2013 ....................................................................................................... 24
Strong Brands and Balanced Portfolio ..................................................................................... 31
Human Resource Management ............................................................................................... 34
The Major H.R Activities Are .................................................................................................... 36
Human Resource Planning: ...................................................................................................... 37
Management:....................................................................................................................... 37
Personnel: ............................................................................................................................ 37
Recruitment & Selection: ......................................................................................................... 38
Recruitment ......................................................................................................................... 38
Final selection ...................................................................................................................... 38
Traning and Development ................................................................................................... 40
Orientation: ……………………………………………………………………………………………………………………….41
Job analysis: ……………………………………………………………………………………………………………………….42

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 Job description: ……………………………………………………………………………………………………………..42

Job specification: …………………………………………………………………………………………………………42

Performa filled by Unilever HR manager: ……………………………………………………………………..43

Performance appraisal: …………………………………………………………………………………………………….45

Rating scale:.......................................................................................................................... 45
Essay method: ...................................................................................................................... 45
M.B.O (Management by objective): .................................................................................... 46
Swot Analysis: ……………………………………………………………………………………………………………………48
Introduction ............................................................................................................................. 48
Strengths: ………………………………………………………………………………………………………………………48

Weaknesses: …………………………………………………………………………………………………………………49

Opportunities: ………………………………………………………………………………………………………………49

Threats: ………………………………………………………………………………………………………………………..50

Compensation & Benefits: …………………………………………………………………………………………………51

Occupational health & safety: ……………………………………………………………………………………………51

Human Resources Strategies: .................................................................................................. 53

Role of Human Resources in Operations: ................................................................................ 53
Recommendations: ………………………………………………………………………………………………………….53

Conclusion ................................................................................................................................ 54

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 Acknowledgments:
All the praise is for Allah, the most merciful and beneficent, who blessed us with the knowledge,
gave us the courage and allowed us to accomplish this task

We are especially indebted to Mam Wajeeha Kazim for instilling in us enough

knowledge and making us know the actual human resource management by assigning
this presentation.

After frequent searches on internet, visiting sales office, collecting information from
unilever stalls at different malls and lots of phone calls and blog discussions with Mian
Atif Iqbal- the official of HR department in Lahore. We finagled to know about the
human resource department of unilever.

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Introduction To
Unilever

6
Logo
The current Unilever corporate logo was introduced in 2004 and was designed by the
brand consultancy Wolff Olins. It is composed of 24 icons woven together to create a U
shape, with each icon representing one of the company's sub-brands or its corporate
values. The brand identity was developed around the idea of "adding vitality to life.

Operations
Unilever is multinational with operating companies and factories on every contine nt
except Antarctica and research laboratories in: Colworth and Port Sunlight, England;
Vlaardingen, the Netherlands; Connecticut and New Jersey, United States; Bangalore,
India; and Shanghai, China. It has subsidiaries in almost 100 countries. Notable Unilever
subsidiaries include Hindustan Unilever, in which Unilever holds a 67% controlling
share.
Unilever is organised into four main divisions: Personal Care (production and sale of
skin care and hair care products, deodorants and oral care products); Foods
(production and sale of soups, bouillons, sauces, snacks, mayonnaise, salad dressings,
margarines and spreads); Refreshment (production and sale of ice cream, tea -based
beverages, weight-management products and nutritionally enhanced staples sold in
developing markets); and Home Care (production and sale of home care products
including powders, liquids and capsules, soap bars and other cleaning products). In the
financial year ended 31 December 2013, Unilever had a total turnover of €49.797
billion of which 36% was from Personal Care, 27% from Foods, 19% from Refreshment
and 18% from Home Care. Unilever invested a total of €1.04 billion in research and
development in 2013.
Unilever is one of the largest media buyers in the world, and invested around €6 billion
(US$8 billion) in advertising and promotion in 2010.

Competitors:
Unilever's largest international competitors are Nestlé and Procter & Gamble. It also
faces competition in local markets or specific product ranges from numerous
companies, including Beiersdorf, ConAgra, Danone, Henkel, Mars, Pepsico, Reckitt
Benckiser and S. C. Johnson & Son

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Products

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Billion-euro brands
Brands with annual sales of one billion euros or more:
 Axe / Lynx
 Blue Band
 Dove
 Flora/Becel
 Heart brand
 Hellmann's and Best Foods
 Knorr

 Lipton
 Lux (soap)
 Omo
 Rexona
 Surf
 Sunsilk

Food and beverages

 Ades or Adez — soya-based drinks
 Alsa — desserts and syrups
 Amino — dehydrated soup (Poland)
 Amora — French mayonnaise and dressings
 Annapurna — salt and wheat flour (India)
 Becel — also known as Flora/Promise; health-aware: margarine, spreads, cooking oil, milk, ferm
 Ben & Jerry's — ice cream
 Best Foods — mayonnaise, sandwich spreads, peanut butter and salad dressings
 BiFi — sausage-based snacks (The Netherlands — Germany — Belgium)
 Blue Band — family-aware: margarine, bread, cream alternatives
 Bovril — beef extract
 Breyers — ice cream
 Brooke Bond — tea
 Bru — instant coffee (India)
 Brummel & Brown — margarine
 Bushells — tea (Australia, New Zealand)
 Calvé — sauces, ketchup, mustard, mayonnaise, peanut butter
 Chicken Tonight — Wet sauces range (excl UK & IE)
 Choysa — tea, marketed mainly in Australia and New Zealand
 Colman's — mustard,condiments, packet sauces & OK Fruity Sauce
 Conimex — Asian spices (Netherlands)

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 Continental — side dishes
 Country Crock — margarine
 Darko (Дарко) — ice cream (Bulgaria)
 Delma — margarine (Poland)
 Du Darfst — (Germany)
 Elmlea — Pourable artificial cream available in different varieties (UK)
 Fanacoa — Mayonnaise, mustard, ketchup (Argentina and for export to Latin America)
 Flora — margarine, light butter, jams
 Fruco — ketchup, mayonnaise and condiments
 Fudgsicle
 Heartbrand — ice cream (umbrella logo)
 Hellmann's — mayonnaise
 I Can't Believe It's Not Butter — margarine spread
 Imperial Margarine — margarine
 Jif Lemon & Lime Juice
 Kasia — margarine (Poland)
 Kecap Bango — soya sauce in Indonesia
 Kissan — Ketchups Squashes and Jams (India and Pakistan)
 Klondike — Ice cream sandwiches
 Knorr (Knorr-Suiza in Argentina) — sauces, stock cubes, ready-meals, meal kits, ready-soups, fr
 Lady's Choice — mayonnaise, peanut butter and sandwich spreads (Philippines, Malaysia)
 Lan-Choo — tea (Australia/New Zealand)

 Lao Cai Seasoning

 Lipton — tea
 Lipton Ice Tea — ready-to-drink tea (partnership with PepsiCo)
 Lizano Sauce (Salsa Lizano) — Costa Rican condiment
 Lyons — tea (Ireland)
 Maille — French mustard
 Maizena — corn starch
 Marmite — yeast extract spread (except in Australia and New Zealand, called
Our Mate)
 McCollins — tea (Peru)
 Mrs. Filbert's — margarine (United States)
 Paddle pop — Ice cream (Australia, Indonesia, Malaysia [incorporated with
Wall's])
 Peperami — Sausage snacks
 Pfanni — Bavarian potato mixes
 PG Tips — tea (UK)
 Phase — cooking oil
 Planta — margarine
 Popsicle — Frozen treats
 Pot Noodle — cup noodles
 Promise — Becel/Flora
 Ragú — pasta sauces (Exl. UK & IE)

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  Rama — margarine
 Red Rose Tea — tea (Canada)
 Royco — stock cubes, non-MSG stock (only in Indonesia)
 Saga — tea (Poland)
 Sana — Margarine (Turkey)
 Sariwangi — tea (Indonesia)
 Scottish Blend — tea
 Slim•Fast — diet products
 Slotts — mustard (Sweden)
 Stork margarine
 Streets (ice cream) (Australia/New Zealand)
 Sunce (Sun) — Mayonnaise (Serbia, Macedonia, Bosnia and Herzegovina,
Montenegro) brand now discontinued, Sunce factory now produces Uniliver
brand Knor Mayonnaise
 T2, a premium Australian tea business.
 Tortex — ketchup (Poland)
 Tulipan - margarine (Spain)
 Turun sinappi — mustard (Finland/Sweden)
 Unilever Food Solutions — professional markets (food service)
 Unox — soups, smoked sausages
 Vaqueiro — cooking margarine, cooking oil
 Wall's ice cream
 Wheel (detergent)

Ice-creams:
Unilever is the world's biggest ice cream manufacturer, with an annual turnover of €5
billion.[3] With the exception of its U.S. brands Popsicle, Klondike, Slim Fast ice
cream, Breyers, Starbucks and Ben & Jerry's, the bulk of the company's ice cream
business falls under its "Heartbrand" brand umbrella, so called because of th e brand's
heart-shaped logo. Unilever currently operates eleven ice cream factories in Europe; the
biggest include factories at Hellendoorn in The Netherlands, Heppenheim in
Germany, Caivano in Italy, St. Dizier in France,Gloucester in the United Kingdom
and Santa Iria de Azóia in Portugal.
The Heartbrand was launched in 1998 (and slightly modified in 2003) as an effort to
increase international brand awareness and promote cross-border synergies in
manufacturing and marketing ("centralisation"). It is present in more than 40
countries.[3] Although the logo is common worldwide, each country retained the local

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brand name so as to keep the familiarity built over the years, one notable exception
being Hungary where the previous

Eskimo brand was replaced with Algida in 2003.

In 2005, Glidat Strauss received special permission from Unilever to export their brand of ice
cream to the United States because of the strict kosher certification the products in Israel
have. Under terms of the agreement, Strauss ice cream and krembo may be sold only in
kosher supermarkets and import shops. It is distributed in North America by Dairy Delight, a
subsidiary of Norman's Dairy.
Prior to the heart logo, each country could choose its own logo, although the most common
one consisted of a blue circle with the local brand's name over a background of red and
white stripes; second most common old logo, used by Wall's in the UK and other countries,
was a yellow logo with Wall's in blue text.
Unilever generally manufactures the same ice-cream with the same names, with rare
occasions of regional availability, under different brands. Some of these ice-creams include
Carte D'Or, Cornetto, Magnum, Solero, Twister and Viennetta.

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History

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In the world of consumer products Unilever Pakistan has created an indelible name for itself
with brands such as Lifebuoy, Lux, Surf and Walls.

Unilever Pakistan Limited needs no introduction

By far the largest consumer products company in Pakistan, UPL is a part of the consumer
products giant Unilever.

UPL was established some fifty years ago in the then newly created Pakis tan. The town of
Rahim Yar Khan was the site chosen for setting up a vegetable oil factory in 1958 and that is
where the first UPL manufacturing facility developed.

Now a force to be reckoned with

Today, Unilever Pakistan is a force to reckon with. Its contribution to Pakistan's economic
development cannot be overestimated. Now operating four factories at different locations
around the country, the company contributes a significant proportion of the country's taxes.
It employs a large number of local managers and workers. It provides a pool of wel l-trained a nd
highly motivated manpower to other segments and has introduced new and innovative
technologies into the country.

The UPL Head Office was shifted to Karachi from the Rahim Yar Khan site in the mid 60's. By
this time the once dusty and sleepy village was the hub of activities for UPL. A residential
estate situated near the factory is the home of UPL employees at Rahim Yar Khan. .

Through this timeline you'll see how our brand portfolio has evolved. At the beginning of
the 21st century, our Path to Growth strategy focused us on global high-potential brands
and our Vitality mission has taken us into a new phase of development. More than ever, our
brands are helping people 'feel good, look good and get more out of life' – a sentiment close
to Lord Leverhulme's heart over a hundred years ago.

Building on this heritage, our priorities now are inspiring people to take small everyday
actions that can add up to a big difference for the world – from laundry brands that help
minimize wasted water and packaging to nutritious, easily prepared and affordable meals
and snacks.

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Timeline

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 Timeline
1885 – Although Unilever wasn't formed until 1930, the companies
1899 that joined forces to create the business we know today
were already well established before the start of the 20th
century.

1900 – Unilever's founding companies produced products made of

1909 oils and fats, principally soap and margarine. At the
beginning of the 20th century their expansion nearly
outstrips the supply of raw materials.

1910 – Tough economic conditions and the First World War make
1919 trading difficult for everyone, so many businesses form trade
associations to protect their shared interests.

1920 – With businesses expanding fast, companies set up

1929 negotiations intending to stop others producing the same
types of products. But instead they agree to merge - and so
Unilever is created.

1930 – Unilever's first decade is no easy ride: it starts with the Great
1939 Depression and ends with the Second World War. But while
the business rationalizes operations, it also continues to
diversify.

1940 – Unilever's operations around the world begin to fragment,

1949 but the business continues to expand further into the foods
market and increase investment in research and
development.

1950 – Business booms as new technology and the European

1959 Economic Community lead to rising standards of living in the
West, while new markets open up in emerging economies
around the globe.

1960 – As the world economy expands, so does Unilever and it sets

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 1969 about developing new products, entering new markets and
running a highly ambitious acquisition programme.

1970 – Hard economic conditions and high inflation make the 70s a
1979 tough time for everyone, but things are particularly difficult
in the fast-moving consumer goods (FMCG) sector as the big
retailers start to flex their muscles.

1980 – Unilever is now one of the world's biggest companies, but

1989 takes the decision to focus its portfolio, and rationalize its
businesses to focus on core products and brands.

1990 – The business expands into Central and Eastern Europe and
1999 further sharpens its focus on fewer product categories,
leading to the sale or withdrawal of two-thirds of its brands.

2000 - The 2000s start with the launch of Path to Growth, a five-
PRESENT year strategic plan, sharpened in 2004 with Unilever's Vitality
mission focusing on the needs of 21st century consumers. In
2009, Unilever announces a new corporate vision - working
to create a better future every day - and enters the 2010s
with a new strategy: The Compass. To support this strategy,
the Unilever Sustainable Living Plan launches in 2010.

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Mission

18
W
E ARE A SUCCESSFUL, GROWING, SUSTAINABLE BUSINESS.

We will lead for responsible growth,

Inspiring people to take small everyday actions that will add up to a

big difference.

We will develop new ways of doing business that will allow us to double the size of our
company,

While reducing our environmental footprint and increasing our positive social impact.

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Vision

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A clear direction “Touching Hearts, Changing Lives.”

W e help people around the world meet everyday needs for nutrition, hygiene
and wellbeing, with brands that help people look good, feel good and get
more out of life.

We work to create a better future every day,

With brands and services that help people feel good, look good, and get more out of life.

“Our deep roots in local cultures and markets around the world give us our strong
relationships with consumers and

Is the foundation for future growth? We will bring our wealth of knowledge and
international expertise to the service of

Local consumers - a truly multi-local multinational”

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 Company
Information

22
Board of Directors
 Mr. Ehsan A. Malik
o Chairman
 Ms. Fariyha Subhani
o Chief Executive Officer
 Mr. Ali Tariq
o Executive Director / Chief Financial Officer
 Mian Zulfikar H. Mannoo
o Non-Executive Director
 Mian M. Adil Mannoo
o Non-Executive Director
 Mr. Kamal Monnoo
o Non-Executive Director
 Mr. Badaruddin F. Vellani
o Non-Executive Director
 Mr. Noman A. Lutfi
o Executive Director
 Mr. Amar Naseer
o Executive Director

Human Resource & Remuneration

Committee
 Mian Zulfikar H. Mannoo
o Chairman
 Mr. Ehsan A. Malik
o Member
 Mr. Kamal Monnoo
o Member
 Mr. Amar Naseer

Company Secretary

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Financial
Statement
s 2013

24
W
e have audited the annexed balance sheet of Unilever Pakistan Foods
Limited as at December 31, 2013 and the related profit and loss account,
cash flow statement and statement of changes in equity together with the
notes forming part thereof, for the year then ended and we state that we
have obtained all the information and explanations which, to the best of our knowledge
and belief, were necessary for the purposes of our audit.It is the responsibility of the
Company’s management to establish and maintain a system of internal control, and
prepare and present the above said statements in conformity with the approved
accounting standards and the requirements of the Companies Ordinance, 1984. Our
responsibility is to express an opinion on these statements based on our audit. We
conducted our audit in accordance with the auditing standards as applicable in
Pakistan. These standards require that we plan and perform the audit to obtain
reasonable assurance about whether the above said statements are free of any material
misstatement. An audit includes examining, on a test basis, evidence supporting the
amounts and disclosures in the above said statements. An audit also includes assessing
the accounting policies and significant estimates made by management, as well as,
evaluating the overall presentation of the above said statements. We believe that our
audit provides a reasonable basis for our opinion and, after due verification , we report
that:

(a) In our opinion, proper books of accounts have been kept by the Company as
required by the Companies Ordinance, 1984;

(b) In our opinion:

(i) the balance sheet and profit and loss account together with the notes thereon have
been drawn up in conformity with the Companies Ordinance, 1984, and are in
agreement with the books of accounts and are further in accordance with accounting
policies consistently applied except for the change as stated in note 4 with which we
concur;

(ii) The expenditure incurred during the year was for the purpose of the Company's
business; and

(iii) The business conducted, investments made and the expenditure incurred during
the year were in accordance with the objects of the Company;

(c) in our opinion and to the best of our information and according to the explanations
given to us, the balance sheet, profit and loss account, cash flow statement and
statement of changes in equity together with the notes forming part thereof conform
with approved accounting standards as applicable in Pakistan, and, give the information
required by the Companies Ordinance, 1984, in the manner so required and
respectively give a true and fair view of the state of the Company's affairs as at
December 31, 2013 and of the profit, its cash flows and changes in equity for the year
then ended; and

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(d) In our opinion, Zakat deductible at source under the Zakat and Usher Ordinance,
1980 (XVIII of 1980), was deducted by the Company and deposited in the Central Zakat
Fund established under section 7 of that Ordinance.

A. F. Ferguson & Co.

Chartered Accountants

Karachi

Dated: March 17, 2014

Name of Engagement Partner: Farrukh Rehman

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In 2009, we launched what we call The Compass – Unilever’s strategy for sustainable
growth. At the heart of that vision is our philosophy of working to create a better future
every day for our consumers and the communities in which we operate.

Another key element of our strategy is our aim of doubling the size of Unilever while
reducing our impact on the environment. It’s a goal we’re seeking to achieve by
developing new ways of doing business through which we can minimise our direct
impact.

We’re also working with our suppliers, consumers and the retailers who sell our brands
to improve their sustainability credentials too.

By combining our multinational expertise with our deep roots in diverse local cultures,
we’re continuing to provide a range of products to suit a wealth of consumers. We’re
also strengthening our strong relationships in the emerging markets we believe will be
significant for our future growth.

And by leveraging our global reach and inspiring people to take small, everyday actions,
we believe we can help make a big difference to the world.

"Achieving significant growth objectives while decoupling growth from

environmental impact is a bold but challenging vision,” says Unilever CEO Paul
Polman.

Not many companies have yet taken it on. But I believe it’s the only viable vision. One
that builds on Unilever’s long-term heritage and achievement, while supporting a
responsible future.

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Strong Brands and
Balanced Portfolio

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Personal Care: 30% of sales

Foods : 33% of sales

Refreshment: 19% of sales

Home Care: 18% of sales

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U nilever makes and sells products under more than 400 brand names worldwide.
Two billion people use them on any given day. Here is a selection of our top
brands, available in many countries, along with the stories behind them.

SURF EXCEL+

WALL’S SHARE HAPPY +

CORNETT

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Human Resource
Management

34
Human Resource Management

 Unilever has the impact it does because of its people. HR is considered a core
rather than a support function, playing an important role in shaping business
strategy. Within HR you will help to create an environment where all of the
people
 In our huge and varied culture can bring their range of skills and goals to best
use: for us and for them.
 On the entry level the HR Department is mostly taking MBA graduates. According
to Unilever their belief is that "Their people are their greatest asset”. The HR
team takes great pride in acknowledging the contribution of each employee.
Unilever focuses a lot on HR Development and for that the HR team ensures:
 Staff of Unilever consists of world class Professionals and ensures that the right
systems are in place to encourage people to develop to their full potential
 Collaborative and mutually supportive work environment is created that
encourages people to grow.
 Team of professionals is built which delivers expertise by participating in
business decisions.
 Performance Management and Reward Systems are developed which underlies
the Business strategy of Unilever.
 A clearly defined Recruitment & Selection policy is defined.
 The need for Training & Development of employees is assessed.
 Compensation & Benefit plan is developed which ensures that employees are
motivated .Unilever is basically equal employment opportunity organization.
Almost 70%of its employees are male and 30% are female.
 The job description of each and every employee is predefined. Performance
appraisal is done on annual basis. Average age of Unilever employee is 32 years.
This shows that they prefer young and energetic people for their middle and
lower level management. High profile well experienced persons are considered
for top-level management. Average Salary is 12000 for an employee.

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The Major H.R
Activities Are

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The Major H.R Activities Are

 Human Resource Planning

 Recruitment & Selection
 Orientation
 Job Analysis
 Training & Development
 Performance appraisal
 Compensation & Benefits

Human Resource Planning:

At Unilever the HR team plans everything so that the outcomes and results can be
perceived before the plan is actually implemented. This makes the planning more
accurate and efficient; it also saves time and money. We need HR people who

Are insightful and inspired to develop colleagues and the capabilities required for our
winning business. Wherever you’re based in the business, you will gain experience of
driving culture change, managing employee relations, developing talented individuals
and leaders, turning around the performance of teams and much more. It’s all about
shaping our organization from within.

Management:
In Unilever the hierarchy is very lean, in general the whole setup is centralized, all the
matters are to be reported to the head office and all the policies and targets are approved
at the higher level. But at the branch level the structure is decentralized.

Personnel:
All of the employees serving at Unilever are very devoted as they are given wonderful
learning environment to work, pay offered to them is also very attractive and ample
chance of progress motivates them to work more. The job analysis is done on targets
assigned and daily routines. The employees are indeed very satisfied and motivated.

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Recruitment & Selection:
Recruitment is the process of gathering a pool of candidates for an organizational
vacancy. Selection is the process of short listing only the qualified candidates who are fit
for the job. In terms of recruitment and selection it is important to consider carrying out
a thorough job analysis to determine the level of skills/technical abilities, competencies,
flexibility of the employee required etc. And HR at Unilever follows these criteria.
Unileverpolicy of recruitment is very simple, if at any time there is a vacancy, due to
retirement, resignation, if employees opted for the golden handshake or the death of an
employee, the management of the branch will inform the head office about the vacancy.
The head office will place an advertisement in all major newspaper with the all
necessary information required to be furnished by the applicant. Unilever has this
policy of not mentioning the name of the company in a job advertisement. Usually hiring
takes place through outsourcing with a help of a third party.

Recruitment refers to the overall process of attracting, selecting and appointing

suitable candidates to a one or more jobs within an organization, either permanent or
temporary. The term may sometimes be defined as incorporating activities which take
place ahead of attracting people, such as defining the job requirements and person
specification, as well as after the individual has joined the organization, such
as induction and onboarding. Recruitment can also refer to processes involved in
choosing individuals for unpaid positions, such as voluntary roles or training
programmes.
Depending on the size and practices of the organization, recruitment may be
undertaken in-house by managers, human resource generalists and/or recruitment
specialists. Alternatively, parts of the process may be undertaken by public-sector
employment agencies, commercial recruitment agencies, or specialist search
consultancies.
The use of internet-based services and computer technologies to support all aspects of
recruitment activity and processes has become widespread and has revolutionized
recruitment activities ranging from recruitment agencies sourcing candidates through
online job boards and social media, or human resource professionals using assessment
or job simulation programs as part of the selection process.

Final selection:
 Reception of application
 Evaluating reference and biographical data

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  Employment test:
 Analytical ability
 Computation ability
 Verbal skill
 Written skill.
 General knowledge.

It takes place after the candidate has been interviewed by the Manager of the
department who requires the new employee and then the Manager. On the joining day,
the employee has to submit the following documents to the HR Department:

1) Joining Report
2) Copies of educational and professional degrees/certificates
3) Reference Letter
4) Three copies of recent passport size photographs

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Training & Development:
Training & Development involves improving the knowledge, skills and abilities of the
individuals. A continuous training is conducted inside the organization to improve the
performance of the employee. There are two types of trainings conducted at Unilever:

1) In-house Training
2) External Training

In-house training is customized training which is only for Unilever employees

External training is carried out through trainers in training institutes. Employees

atUnilever are usually trained through Rameez Allahwalla (in Karachi), Possibilities and
Intec (two well-known training institutes).Before training “Training Need Analysis”
(TNA) is conducted by the manager of the department. And after the training feedback
from the employee is taken.

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Orientation:
A newly hired employee is oriented so that he can get an idea about the organizational
setup so that he may feel at home. At Unilever orientation plan covers the following
points:

 Visits to different department of the company

 Company’s Policies, Rules and Regulations

Unilever orientation program will help you quickly get to know the business & the way
we work, as well as your role & colleagues.

 Getting Started
Shortly after joining you will participate in New Hire Orientation. This program
is designed to share valuable information about Unilever, help you navigate
through the first critical weeks and provide an overview of commonly used
resources.
 Building your network
Getting to know people and establishing close working relationships is important
to help you settle in. During the first few months, you'll meet colleagues from
your immediate area and from different functions across the business.
 Personal development
Once you're familiar with the company and your role, the next step is to discuss
and agree a personal development plan. This will identify your learning
requirements as well as the support you'll need to achieve your aims.
 Roles & goals
As part of your development plan, you'll be given personal targets and team
goals and a time-frame within which to achieve them. Over regular meetings
with your manager, you'll evaluate your progress and address any issues.

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Job Analysis:
The procedure for determining the duties and skill requirements of a job and the kind of
person who should be hired for it.

Job description: (a list of what the job entails)

A list of a job’s duties, responsibilities, reporting relationships, working conditions, and
supervisory responsibilities—one product of a job analysis.

Job specification: (what kind of people to hire for the job)

A list of a job’s “human requirements,” that is, the requisite education, skills, personality,
and so on— another product of a job analysis.

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Performa filled by Unilever HR manager:

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Performance appraisal:
A performance appraisal compares each employee’s actual performance with his or her
performance standards. Managers use job analysis to determine the job’s specific
activities and performance standards.

Rating scale: Traits are rated on scales include employee attribute such as
cooperation, communicative ability or initiative etc that has several points ranging from
“poor to excellent” Each behavior can rate at one of 7 scales as follows (you can set
scales depend on your requirements)
• Extremely poor (1 points)
• Poor (2 points)
• Below average (3 points)
• Average (4 points)
• Above average (5 points)
• Good (6 points)
• Extremely good (7 points)

Essay method: it permits the appraiser to examine the attribute of performance.

In this style of performance appraisal, managers/ supervisors are required to figure out

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the strong and weak points of staff’s behaviors. Essay evaluation method is a non -
quantitative technique. It is often mixed with the method the graphic rating scale.
Input of information sources
• Job knowledge and potential of the employee;
• Employee’s understanding of the company’s programs, policies, objectives, etc.;
• The employee’s relations with co-workers and superiors;
• The employee’s general planning, organizing and controlling ability;
• The attitudes and perceptions of the employee, in general.
Disadvantages of essay evaluation
• Manager / supervisor may write a biased essay.
• A busy rater may write the essay hurriedly without properly assessing the actual
performance of the worker.
• Apart from that, rater takes a long time, this becomes uneconomical from the view
point of the firm, because the time of rater is costly.
• Some evaluators may be poor in writing essays on employee performance. Others may
be superficial in explanation and use flowery language which may not reflect the actual
performance of the employee.

M.B.O (Management by objective):

That is, they seek to measure employee performance by examining the extent to which
predetermined work objectives have been met. Once an objective is agreed, the
employee is usually expected to self-audit; that is, to identify the skills needed to
achieve the objective. MBO is a method of performance appraisal in which managers or
employers set a list of objectives and make assessments on their performance on a
regular basis, and finally make rewards based on the results achieved. This method
mostly cares about the results achieved (goals) but not to the way how employees can
fulfill them.
Classification of Objectives
• Corporate objectives
• Functional objectives
• Individual objectives
Conditions of Management by Objectives
An objective must be satisfied SMART conditions:
• Specific,
• Measurable,
• Achievable,
• Relevant, and
• Time-Specific.
Advantages of MBO

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• It is based on the assumption that the individual (employee) knows more than anyone
else about her/his own capabilities, needs, strengths, weaknesses and goals.
• A further advantage of MBO is that the emphasis is on the future rather than on the
past. Appraisal thus becomes a means to a constructive end.

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SWOT Analysis:
Introduction
Unilever operates in nearly 190 countries around the world and has been a traditional
paragon of excellence and quality in the Fast Moving Consumer Goods sector. The
company derives its competitive advantage from its global footprint and its track record
of enhancing value for the consumers around the world. Even in the current
recessionary environment, it has managed to grow at a respectable pace though as we
shall discuss latter, Unilever cannot afford to ignore the emerging threats from a wide
range of global, regional, and local players. Apart from this, as the succeeding SWOT
Analysis makes it clear, the battle for the emerging markets is likely to escalate into a no
holds barred competition with a race to the bottom ensuing between the global giants
like Unilever and Proctor and Gamble and a array of local players.

Strengths

 Unilever operates in nearly 190 countries around the world and hence, has a
global footprint combined with top of the mind brand recall among consumers
worldwide.
 It has a deep and broad portfolio of brands and a diversified product range,
which makes it uniquely, positioned to tap into the changing consumer
preferences across the world.
 Its Research and Development initiatives are heavily funded and manage to bring
to the market innovative and cutting edge products in tune and in line with
consumer preferences.
 Unilever has a distinct competitive advantage over its nearest competitor,
Proctor and Gamble because of its flexible pricing and expertise in distribution
channels that manage to reach the nook and the corner of the globe.
 The company finds its strengths in leveraging the economies of scale arising
from its breadth of operations as well as synergies between its many
manufacturing facilities, which totaled 270 locations around the world at last
count.

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 Unilever combines global thinking with local execution, which means that it
pursues Global strategies that let it win the hearts and minds of consumers who
would like to use its products that are globally famous yet retain a distinct local
flavor.

Weaknesses

 The biggest weakness that Unilever faces is that it operates in an uber

competitive market where the other global giants like P&G and Nestle in addition
to a host of local players challenge its dominance at every turn and raise the
stakes in the Trillion Dollar FMCG (Fast Moving Consumer Goods) space.
 The other weakness is that its products can easily be replaced with substitutes
especially in the emerging markets in Africa and Asia where the rural consumers
in the hinterland often use traditional and natural alternatives to the products
that Unilever markets.

Opportunities

 With the advent of globalization and the proliferation of global media, consumers
in the emerging markets are aspiring to western lifestyles and this means that
Unilever has a tremendous opportunity waiting for it as it taps into this large and
diversified consumer base that wants to join the league of westerners in taste
and preferences for consumer goods.
 Apart from that, capturing the “Newly Affluent Trillion Dollar Consumers” in
China and India means that it has a golden opportunity to leverage this huge and
growing consumer base, which often tries to imitate and mimic the consumerist
preferences of the material west.
 The emergence of the health conscious consumer in the developed world means
that Unilever can seize the opportunity to market to this segment with its
existing and yet to be launched product range that is specially geared for the
health conscious consumer.

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  Unilever has a good track record of social and environment responsib ility and
with the emergence of the ethical chic consumer who like to buy and consume
products and brands that are responsibly made and sustainably complete.

Threats

 The ongoing global economic crisis has severely dented the profitability of many
FMCG companies and Unilever is no exception. With the shrinking of the
disposable incomes of the global consumer, they are buying less and insisting on
more value for their money or “more bang for the buck”. This means that
Unilever faces the threat of diminished revenues and increasing costs, which is
like a “Double Whammy” to its top-line, and bottom-line.
 Though we had mentioned that Unilever succeeds and scores over P&G in the
CSR or the Corporate Social Responsibility aspect, the increased awareness
among the global consumers has turned the harsh glare into each and every
strategic move that the company makes. Some practices of the company have
been criticized which means that Unilever has to ensure that it sustains and
maintains its focus especially when the spotlight is on it.
 As mentioned earlier, Unilever operates in a market segment where local
products and alternatives to its brands proliferate especially in the emerging
markets and hence, it faces a threat from smaller and more nimble local upstarts
who can provide more value for lesser money without the associated costs that
global giants like Unilever incur.
 The entry of Asian multinationals into the global arena has upped the ante for
Unilever and raised the stakes in the global game for dominance in the FMCG
market segment. This means that Unilever faces the prospect of having to battle
not only the recessionary blues but also emerging threats from this new age and
new breed of competition from Asian conglomerates that are beginning to
spread their wings internationally.

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Compensation & Benefits:
A very effective way to retain an employee is to give him compensation and benefits. At
Unilever following benefits are given:

 Good attendance award

 Death Compensation
 Tea Expenses
 Conveyance Allowance
 Utilities allowance
 Meal Allowance
 social security, pension plans and individual retirement options

 Retirement security benefits,

 Security benefits
 Medical Facility to employee and his/her parents
 Paid Vacations
 Accommodation Facility to energetic employees.

Occupational Safety and Health:

Unilever provide policy 'Safety Week' and'Wellness Week' to educate the

Employees about the safety and health measures that one needs to take in their

Daily lives.Unilever achieved excellence in Safety, Health &

Environment (SHE).Legal Framework for Equal Employment EEO:

Unilever is an equal opportunity employer. It prohibits discrimination based on age,

color, disability, marital or parental status, national origin, race, religion, sex, sexual
orientation, gender identity, veteran status or any other protected status in accordance
with applicable federal, state and local laws.

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Human Resources Strategies:
Managing employee recruitment and placement to put the right person for the right
job.

Replacement Planning. Employee rotation in the department.

Employee training. Remuneration survey for salary adjustments of employees.

Role of Human Resources in Operations:

In case of IRS (Inland Revenue Services) they are having a very well structured and
formal HR management within their organization who is responsible for Recruiting,
Hiring, Training, Compensating and firing employees

This is a special HR team who is only responsible for such an HR related duties and no
any other additional duties provided to them.

RECOMMENDATIONS
 Anonymity hides the company’s importance.
 Unilever Pakistan should develop effective supply chain management to make their
product in the hand rural customer as well.
 The low income people cannot afford a unilever product like sun silk shampoo or an
axe deodorant.
 To motivate and develop employees.
 Develop open-mindedness as well as high level of other cultures and life styles in
the employees.
 Create an environment of innovation.
 Human resource managers and professionals should be able to inculcate the
willingness to accept change and ability to manage it.
 International experience and understanding of other cultures will prepare the
employees to face the challenges in global market.

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Conclusion

For a company that will turn one hundred in a decade, Unilever has almost tried all of
the strategies there can be. Unilever company has expanded internationally, helped
countries’ economies grow, be environmentally conscious and create joint ventures
with other companies in which enhanced Unilever’s and these companies’ performance
positively.

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