Assignment

Introduction to Business

Submitted to:
Miss Rabia Pervez

Submitted by:
Asim Naeem

Section: A

Reg. No: FA-20-BBA-037

Semester: 1st

BACHELOR IN BUSINESS ADMINISTRATION,

COMSATS UNIVERSITY ISLAMABAD.
 RECRUITMENT AND SELECTION PROCESS OF NESTLE
PAKISTAN

RECRUITMENT PROCESS:

WHAT THEY LOOK FOR

It takes a special sort of person to come and work at Nestlé Pakistan. That's why, when
selecting candidates, they look for a set of interrelated characteristics encompassing three key
areas: knowledge, personality and motivation.

Professional Knowledge

They look for good academic results at university or equivalent qualifications. However, the
class of the degree you have obtained, though very important, is not the only criterion for
selection.
Other experiences during their studies, previous jobs, assignments, language theses and any
other significant extracurricular activities and achievements, are also given the right.

Personality
To succeed at Nestlé Pakistan, you need more than professional knowledge. You need a flair
for the field of activity of their choice, an open mind, and a willingness to dig in and learn
new skills and ideas. They're looking for applicants who are dynamic and communicative.
People, who can listen, understand and integrate the opinion of others, people who can
express their ideas clearly, both verbally and on paper.

Motivation
While they expect loyalty to their company, they expect their people to be critical and suggest
improvements wherever necessary. They like people who are motivated themselves & can
motivate others.

Recruitment
In nestle, recruitment utilizes several outlets: internally, externally or an internal
promotional. In most cases company will allow current employees to apply for the position
before posting the position externally.

Internal Recruitment

When a position opens in an organization, it is typically posted on the company's intranet and
in common areas, such as cafeterias, break rooms and departmental information boards. If an
employee is interested in the position, she is normally required to go through a similar
process as an external candidate. The employee will submit her resume and cover letter to
human resources, and if she is qualified, the employee will be scheduled for an interview
with human resources and the hiring manager. Nestle prefer internal recruitment.

External Recruitment

If no internal candidates are selected for an open position, the company will post the position
externally on Internet job boards, local newspapers and ask its employees

for referrals. In most cases, employee referral programs are established and if an employee
refers an outside candidate that is hired, the employee will receive a cash bonus. Human
resources will screen resumes of candidates that applied, and select resumes that are qualified
for the position.

Source of External Recruitment

Advertisement

Employment agenesis

Social Media

Recruitment strategy

In this case where department need employee to work on equal basis and report
discrimination and un effective activities going in to the department . nestle dose not
decentralized structure but tjis job requires good understanding of practices going on in the
department and reporting every thing to the senior management .
 SELECTION PROCESS:

Application Form

The Nestlé Application Form is the first stage and is your opportunity to shine because it will
be the first impression Nestlé will form about you. They get thousands of applications every
year so yours really needs to stand out in order to get noticed.

SCREENING INTERVIEW

Before moving further into the selection process, Nestlé prefer to do a screening interview of
those applicants that appear qualified based on information submitted on their résumé and
application. Screening interviews are usually conducted by telephone. The interviewer asks a
few straightforward questions to determine the candidate’s job qualifications and
appropriateness for the open position. If it is determined that the applicant is not appropriate
for the position, the interviewer may refer the candidate to another open position within the
organization if there is something available that matches the applicant’s skills. If there is
nothing else available and the candidate is obviously unqualified for the position, the process
ends there, saving both the candidate and the organization the time and expense of going
further into the selection process.

Completion of the Application Form

The Application Asking the candidate to complete an application form is generally done early
in the selection process. Despite the widespread use of application forms for employee
selection, research demonstrates that illegal (or inappropriate) application items are still quite
common. Questionable items are those that request information on gender, race, national
origin, education dates and disabilities. The most commonly found inappropriate questions
involve past salary levels, age, driver’s license information, citizenship information and
Social Security numbers. Questions about past salary are considered inadvisable since they
can perpetuate lower salaries for women and minorities as compared with white males. The
application form should include sections for the applicant’s name, address, telephone number,
education, military background, work experience and reference information. There should be
a place for the applicant to sign and a preprinted statement that the applicant’s signature
indicates his or her attestation that everything on the form is true; if not, the candidate can be
released. When it is not prohibited by state law, 8 © 2008 Society for Human Resource
Management.

Selection

It is important to hire a right a person.In Nestle new employees are expected to respect the
company’s culture and it is required from all employees.

Nestle employees are characterized by creativity and dynamism. Nestle uses a systematic
method of selection for employees. In the selection process of Nestle particular care of taken
of the treatment of each candidates ,regardless of the outcome of the selection process.
Once we receive your application, we’ll analyze your skills and experience to assess your
match to the role profile. You’ll then be contacted by one of our recruitment team.

The next phase is a series of individual interviews with the Human Resources team – either
by phone or face-to-face interview. If you’re successful, you will then be interviewed by the
appropriate hiring manager. It is worth noting that we’ll be looking at your potential fit with
our culture as well as exploring your achievements and motivations.

Throughout the process, we’ll use competency-based interviewing techniques that will draw
on your experiences and real examples from your professional life.

If you are applying for a graduate position and you are successful at interviewing stage, you
may be asked to an Assessment Centre.

Employment Test

Any instrument used to make a decision about a potential employee. There are a number
methods Nestle use to determine if an applicant has the potential to be successful on the job.
Selection tests are used to identify applicant skills that cannot be determined in an interview
process. Nestle Take Assessment Centre Test. It Include

Psychometric Testing

The assessments in Nestle cover the following areas – abstract, verbal and numerical
reasoning as well as personality and motivational profiling.

We use this to give us additional information on your suitability for the position that you are
applying for. You will be given the opportunity to receive verbal feedback as part of the
psychometric testing stage.

Medical assessment

Some positions may require you to undergo a pre-placement medical assessment. The details
of an assessment will be given to you if relevant to the position you are applying for.

Case-Study Presentation

You will be required to read a brief and then prepare a presentation based on your
conclusions and recommendations. This presentation will be carried out in front of an
assessor.

Comprehensive interview

Candidates who want to join Nestle are asked questions pertaining to how they would handle
job-related situations, job knowledge, worker requirements, and how the candidate would
perform various job simulations. Interviews tapping job knowledge offer a way to assess a
candidate's current level of knowledge related to relevant implicit dimensions of job
performance (i.e., "tacit knowledge" or "practical intelligence" related to a specific job
position)

Background investigation

Nestle will conduct at least two reference checks from previous employers to ensure that
potential fit with our culture is right, as well as exploring such things as your management
and leadership style. Nestle has right to work in the country of our employment, and original
copies of our qualifications, will also be validated by our recruitment team.

Job Offer

The first thing offer in Nestle is congratulations on reaching this stage. We’ll welcome you
to the Nestlé team and give you more information about your induction. To reach this stage
generally takes about nine weeks.
Culture at Nestlé and Human Resources Policy

Nestlé culture unifies people on all continents. The most important parts of Nestlé’s business
strategy and culture are the development of human capacity in each country where they
operate. Learning is an integral part of Nestlé’s culture. This is firmly stated in The Nestlé
Human Resources Policy, a totally new policy that encompasses the guidelines that constitute
a sound basis for efficient and effective human resource management. People development is
the driving force of the policy, which includes clear principles on non-discrimination, the
right of collective bargaining as well as the strict prohibition of any form of harassment. The
policy deals with recruitment, remuneration and training and development and emphasizes
individual responsibility, strong leadership and a commitment to life-long learning as
required characteristics for Nestlé managers.

Five steps of training and development processes

To make an efficient and well maintained management and training process Nestle can
follow five steps which can be key success for the training process of the Nestle company,
those cores five stages are:

Need analysis

Identifies the specific job performance skills needed, assessed the prospective trainee’s skills,
and develops specific, measurable knowledge and performance objectives based on any
deficiencies.

Instructional design

This process is a process where we decide on, compile and produce the training programe
content, including workbook, exercises, and activities.

Validation step

These programs are represented in front of the small representative audience.

Implementation

This step comprises of actually training the targeted employee group.

Evaluation

Management assesses the program’s success or failures

TRAINING PROCESS:

Training Process

On The Job Training

It’s a training which is operated at the sight of the company or training is carried out the
working is running, it is really a effective process played by various well leading company
and this system also played by the Nestle, but it is also a unavoidable risk because all new
staffs can make a mistake or cause a loss to the company, therefore company plays that
system when it’s right to do so. It is effective, when a major leveled employee do a mistake
by mistakenly then, for making an improvement Nestle company plays that system.

Diversification Training

It’s a process of training where staffs work at the different level and post of the management
and identify the efficiency and effectiveness of their work ability.

Local Training

These trainings are carried out within the country by reputed training institution from,
Bangladesh slavery and labor training institute and consultant from foreign training
institutes are invited to conduct training. These trainings are usually take place at a different
venue other that the office.

In House Training

These trainings are basically held within the office premises and usually get conducted by
the senior managers who are specialist in different field.
Training About the Market Survey

Company plays a vital role in the market survey by sending their staff at market and
operates a project by management to get the fluency and efficiency of the staffs.

Overseas Training

Company provides need based training to the employee through the usage of appropriate
external training in state, which are very often conducted overseas. Most of the functional
trainings are provided by foreign training.

Off The Job Training

This process is also an effective training for internal staffs but it can be painful and fluctuate
staff’s confidence and motivation, because it is quiet time consuming and costly which
bared by company, but in may stages of the efficiency of a company or to make an efficient
staff company may play this training. Where any temporary staff may work for the
company with or without wages and this is actually not a job but binding for the staff to be
full time staff, which is also depends on the performance of the staff.

Apprenticeship Training

It is a process by which people become skilled worked through a combination of classroom

instruction and on the job training. it is widely used to train individuals for many
occupations. It traditionally involves having the learner apprentice study under the tutelage
of a master craftsperson.

Computer Based Training

Now a day all most all companies provide training to their staffs by computers and
projectors, this system is so much effective and time saving device. By this, companies can
express their plans, training, what to do and what is restricted by company and other
authorities; it is a total pack of direct communication and training process

Training and Developments

Some employees may have skills from their education or from previous jobs and therefore
need little additional training. Others will need extensive training how much and kind of
training is needed will depend on the type of job involved and the amount of training that
has already been given through education and the coerces and the natural skills of the
person employed. This section will be looking primarily at the type of training provided by
organization to their employee. There are various type of training and those types are:

Case study involving role play or discussion.

Use of internal and external communication system.

Interactive video where the trainee is required to respond- depending upon the response.
The video will follow different sequence.

Games and outdoor programs can teach a workforce to work in a team.

Brainstorming

Group reading

Small group discussion

Case study

Performance Appraisal

The process of monitoring individual and group performance, and giving helpful feedback for
improvement, is generally called performance appraisal. The purpose of appraisals is

Helping the employee to overcome any problems or obstacles to performance.

Identifying where an employee’s potential for improved performance and greater challenge
could be better fulfilled.

Setting goals and prioarities for further monitoring and development.

The process will look at the employee as an individual, but will also ask how the employee
help the organization to achieve its objectives.
Training Programs at Nestlé

The willingness to learn is therefore an essential condition to be employed by Nestlé. First

and foremost, training is done on-the-job. Guiding and coaching is part of the responsibility
of each manager and is crucial to make each one progress in his/her position. Formal training
programs are generally purpose-oriented and designed to improve relevant skills and
competencies. Therefore they are proposed in the framework of individual development
programs and not as a reward.

Literacy Training

Most of Nestlé’s people development programs assume a good basic education on the part of
employees. However, in a number of countries, we have decided to offer employees the
opportunity to upgrade their essential literacy skills. A number of Nestlé companies have
therefore set up special programs for those who, for one reason or another, missed a large part
of their elementary schooling.

Local Training

Two-thirds of all Nestlé employees work in factories, most of which organize continuous
training to meet their specific needs. In addition, a number of Nestlé operating companies run
their own residential training centers. The result is that local training is the largest component
of Nestlé’s people development activities worldwide and a substantial majority of the
company’s 240000 employees receive training every year.

International Training

Nestlé’s success in growing local companies in each country has been highly influenced by
the functioning of its international Training Centre, located near our company’s corporate
headquarters in Switzerland. For over 30 years, the Rive-Reine International Training Centre
has brought together managers from around the world to learn from senior Nestlé managers
and from each other. Country managers decide who attends which course, although there is
central screening for qualifications, and classes are carefully composed to include people
with a range of geographic and functional backgrounds. Typically a class contains 15–20
nationalities
Conclusion

Nestlé’s overarching principle is that each employee should have the opportunity to develop
to the maximum of his or her potential. Nestlé do this because they believe it pays off in the
long run in their business results, and that sustainable long-term relationships with highly
competent people and with the communities where they operate enhance their ability to make
consistent profits. It is important to give people the opportunities for life-long learning as at
Nestle that all employees are called upon to upgrade their skills in a fast-changing world.
Enhancing this virtuous circle is the ultimate goal of their training efforts at many different
levels through the thousands of training programs they run each year.
 Recruitment and Selection Process of Honda Civic
RECRUITMENT PROCESS

The recruitment process for the Management trainees is as follows:

 HR initiates the campus recruitment process by sending the company’s literature to

the campus, one month before the proposed date of recruitment. This contains
brochures of the company literature containing information about the company, the
job profile and the remuneration package.
 SIEL representatives to the campus include:

HO HR/Regional HR

Regional Manager/Regional Functional Manager

 Pre Placement Talks:

HR coordinates with the Placement Cell of short listed Institutes and schedule Pre Placement
talks (PPT)

The HR head and Regional Manager inform the Pre Placement Team. The following
information is carried to the Pre Placement Talks:

 A Pre Placement (PPT) for 30 minutes, covering Honda Siel Cars Corporate
Video, Position Profile and growth chart, Increments, GPMS and Company
policies,
 Application Blanks,
 Number of job openings
 SELECTION PROCESS

A. Eligibility Criteria:

The following eligibility criterion is used to short list applicants from various Institutes:

 A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program

 Projects undertaken at the summer trainee/internship level
B. Screening of Application Blanks:

The placement Coordinator/Administrative Offices short list candidates on the basis of

predetermined eligibility criteria and send the list of short listed students to the company at
least one week before the date of campus interviews. HR will then the application blanks that
are received and short list them a second time according to the eligibility criteria.

C. Selection Criteria:

The candidates qualifying the %/CGPA criteria are considered for the selection rounds. The
weight age for the selection exercises are as under:

S.No. Exercise Weightage (%)

1. Group Discussion 20

2. Psychometric Analysis 30

3. Panel Interview 50

D. Letter Of Intent:

Selected candidates are issued a letter of intent on the spot. Appointment letters are issued
upon joining.

a) Trainee Scheme

Once selected, all the trainees are provided with an HR brochure that lists the details of the
trainee scheme are outlined below:
  Travel:

Management Trainees are provided with AC class Train Fare from home to the company.
Conveyance expenses such as travel (taxi) from the Railway station to the place of posting
etc. are provided.

 Accommodation:

Trainees are provided with shared accommodation. Guest House is provided for one month
for outstation candidates.

 Training Program:

The training period is for six months. The details are given below:

 A three day induction period held for all trainees by the top Management on the
vision, mission and company policies.
 All trainees spend one week in each function for a period of ………….. Weeks.
 Trainees undertake 2 projects in 2 other functions than their specialization.
 A combined test for all the departments and functions it is prepared by persons
nominated in HO by HODs. It is conducted and evaluated by RHR and sent to HO-
HR.
 Detailed feedback session is conducted by HR and sent to HO-HR and handover to
respective departments/branches.

E. Performance Evaluation and Placement:

Upon completion of the training period, all trainees undergo performance evaluation.

 Process:
 Trainees are required to present a report of the projects they have undertaken to the
Department Head at the end of the training period.
 HR schedules a performance interview for every management trainee. The panel for
interview consists of one cross- functional head, Departmental head and HR Manager.
 The trainee is assessed on the projects completed and a number of parameters listed in
the “Trainee Evaluation Form”.
  The Performance Evaluation Panel recommends a confirmation separation as per the
trainee’s performance. Upon receiving the evaluation and recommendation, HR issues
a confirmation letter to the trainee confirming him/her at level.

Training Process of Honda Civic

At the time of Recruitment

• Select the right people through competency screening.

• Use psychometric tests to get people who can work at night and handle the monotony.
• Offer an attractive, competitive, benefits package.
• Make clear of performance enhanced incentives and other benefits. Keep these promises,
later.
• We can set up offices in smaller towns, or recruit from there, where opportunities are few.

At the office

• An employee’s work must be communicated to him clearly and thoroughly. The details of
the job, its importance, the way it should be done, maximum time that can be allotted to
complete it etc., must be made clear. If there are changes to any of these, let the employee
know at the earliest.

• Give the employees necessary tools, time and training. The employee must have the tools,
time and training necessary to do their job well - or they will move to an employer who
provides them.

• Have a person to talk to each employee at regular intervals. Listen and solve employee
complaints and problems, as much as possible. Fairness and impartial treatment by seniors is
important. Help employees manage stress, both at work and if possible, off work too. Give
them special concessions, when in need. Treat the employees well & provide dignity of job.

• The quality of the supervision an employee receives is critical to employee retention.

Frequent employee complaints arise on this issue.

• Provide the employees a stress free work environment. People want to enjoy their work.
Make work and work place cheerful and fun-filled as possible.

• Make sure that employees know that their work is important for the organization. Feeling
valued by their employer is key to high employee motivation and morale.

• Employees must feel rewarded, recognized and appreciated. Giving periodical raise in
salary or position helps to retain staff.

• Offer excellent career growth prospects. Encourage & groom employees to take up higher
positions/openings. If they don’t get opportunity for growth within the organization, they will
look elsewhere for it.
• Work-life balance initiatives are important. Innovative and practical employee policies
pertaining to flexible working hours and schemes, granting compassionate and urgency leave,
providing healthcare for self, family and dependants, etc. are important for most people.
Work-life balance policies would have a positive impact on retaining skilled employees, as
well as on attracting high-caliber recruits.

• Implement competency models, which are well integrated, with HR processes like selection
& recruitments, training, performance appraisal and potential appraisal.

Night shifts

1. Have doctors to advise them about health problems and the ways and means to deal with
them. Provide dietary advice: - Dos and don’ts. Help them to maintain their health.

2. Organize programmes where people from other professions, who have night shifts talk to
BPO employees about their experiences. Other organizations like Army, Railways, Hospitals
and various government services etc., also have night shifts.

3. Organize training, counseling and development programmes for employees. Tell them that
their work is important. Encourage the best performers to share their experiences with others
and guide others. The emphasis is to create the desire to learn, enjoy and be passionate about
the work they do.

4. If needed, provide special lights in the office/workplace to ensure that their bodies get
sufficient vitamin D.

5. One distinct disadvantage of night shifts is the sense of disorientation with friends and
family members. Concentrate on this problem and develop innovative solutions and ways to
deal with it. Additional holidays for work on national holidays and festivals, holidays for
family functions etc., can go a long way.

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