IBS Hyderabad

Academic Year – 2021-23

HRM PROJECT REPORT

Nestle's - Recruitment and Selection Process

Course Faculty - Dr. Radha Mohan Chebolu

Section - F

Submitted by - Group 7

Name Enrolment Number Seat Number

Shivani Singh 21BSPHH01C1166 47

Nilotpal Banik 21BSPHH01C1673 86

Priyadarshini Jha 21BSPHH01C0886 83

Saket Upadhyay 21BSPHH01C1619 36

Megha Das 21BSPHH01C0665 87

Vijaya Agarwal 21BSPHH01C1462 89

Ankita Sanyal 21BSPHH01C0150 90

 CONTENTS

Topics Page
About Nestle 3
Nestle’s Recruitment Process – A brief 4
introduction
Selection at Nestle 5
Pre-Employment Testing 6-7

Onboarding At Nestle 9
Training Programs at Nestle 10 - 12
Reviews of the recruitment process in 13
Nestle
Conclusion 14
References 15

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 About Nestle
Good Life, Good Food
Nestlé S.A., based in Vevey, Vaud, Switzerland, is a worldwide food and beverage industry firm. Since
2014, it has become the world's largest food company in terms of sales and other criteria. It was
placed No. 64 on the Fortune Global 500 in 2017 and No. 33 on the Forbes Global 2000 list of the
world's largest public corporations in 2016.

Baby food, medical food, bottled water, breakfast cereals, coffee and tea, confectionery, dairy
goods, ice cream, frozen food, pet meals, and snacks are among Nestlé's offerings. Nespresso,
Nescafé, Kit Kat, Smarties, Nesquik, Stouffer's, Vittel, and Maggi are among the Nestlé brands with
annual sales above US$1.1 billion. Nestlé employs roughly 339,000 people and has 447 plants in 189
countries. L’Oréal, the world's largest cosmetics corporation, has it as one of its major owners.

The "Anglo-Swiss Milk Company," founded in 1866 by brothers George and Charles Page, and
"Farine Lactée Henri Nestlé," founded in 1867 by Henri Nestlé, merged to become Nestlé in 1905.
The firm expanded its offerings beyond its early condensed milk and new-born formula products
during the First World War and again during the Second World War.

Crosse & Blackwell in 1950, Findus in 1963, Libby's in 1971, Rowntree Mackintosh in 1988, Klim in
1998, and Gerber in 2007 are only a few of the company's acquisitions.

Nestlé launched a new company, Nestlé Purina PetCare, after purchasing Ralston Purina in 2002, and
unified Nestlé's American ice cream businesses under the Dreyer's name. In 2002, Chef America,
Inc., a frozen-food company, was also bought. Ovaltine, a milk-flavoured product, was added to the
company's product portfolio in 2007. In 2010, the firm entered the frozen-pizza industry by paying
$3.7 billion acquiring Kraft Foods' frozen-pizza business in the United States and Canada.

Nestlé's purpose is to enhance the quality of life and contribute to a healthier future. They want to
help shape a better and healthier world. They also want to inspire people to live healthier lives. This
is how they contribute to society while ensuring the long-term success of our company.

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Nestle’s Recruitment Process – A brief introduction

Nestlé is the world's largest food corporation, ranking in the top 50 of the Fortune 500, owing to its
huge scale, which makes specific information on its product variety and number of employees
impossible to get. Nestle uses this trademark, packaging, and standards on 8500 distinct food,
beverage, and medicinal goods, with over 22000 species of Nestle products. Nestle's success may be
traced back to its innovative human resource management.

The acquisition of talent is an important strategic function that requires a significant commitment of
the organization to choose the highly talented and skilled workforce (Paul and Anantharaman,
2003). The ability of strong talent acquisition of an organization serves as the basis of enhancing the
capabilities of the organization to deal with complex market situations. The recruitment process in
Nestle is carried out by considering a higher level of compliance between the values of individuals
and the culture of the organization (The Nestle, 2012). The aspects of dynamism, loyalty, hard work,
and honesty are also considered important aspects while carrying out recruitment (Ramsay,
Scholarios, and Harley, 2000). Due to reliance on an effective recruitment process, nestle has
become able to attract a highly talented workforce that has enhanced the skills inventory of the
company.

Recruitment is the process of developing and maintaining adequate manpower resources.

Recruitment refers to the attempt of getting interested applicants and creating a pool of prospective
employees so that the management can select the right person for the right job from this pool.

The recruitment process at Nestle is clearly defined.

– People with qualities like dynamism, realism, loyalty, pragmatism, hard work, honesty and
reliability.

– Match between candidate’s values & company’s culture.

– Recruitment for management levels takes place in the head office and all others at the branch
level. The existing employees are promoted to higher posts as per the requirements. There are no
lateral recruitments. Another source of recruitment is campus placements and human resource
consultancies.

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 Selection at Nestle

Selection is the process of putting the right person on the right job. It is a procedure of matching
organizational requirements with the skills and qualifications of people. Effective selection can be
done only when there is effective matching. By selecting the best candidate for the required job, the
organization will get the quality performance of employees. The selection process of Nestle follows
the following points

The selection process is quite lengthy and complex as it involves a series of steps before making the
final selection. The procedure of selection may vary from industry to industry, company to company,
and even from department to department. Every organization designs its selection process, keeping
in mind the urgency of hiring people and the prerequisites for the job vacancy.

Once the company receives the candidate’s application, they analyse the candidate’s skills and
experience to assess their match to the role profile. After which, the candidate is contacted by
Nestle’s Recruitment team.

The next phase is a series of individual interviews with the Human Resources team – either by phone
or face-to-face interview

Throughout the process, the company uses competency-based interviewing techniques that will
draw on the candidate’s experiences and real examples from their professional life.

Nestle uses the technique of Assessment Centres for candidates applying for a graduate position
where all candidates are assessed alongside and each will have the opportunity to demonstrate their
knowledge, skills, and abilities to make a lasting impression.

Nestlé enthusiastically supports the activities of the university community, summer intern program:
since the summer intern project started in 2009. They also have a selection process for their
internship program as well which is as follows:

 Nestlé Summer Intern Project Schedule

 Apply online

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 CV screening and interviewing
 Determine the candidate and internship program
 Internship
 Review and evaluation of performance

Pre-Employment Testing

Nestle conducts a series of assessments and tests to determine the capability and suitability
of candidates for specific job positions after they are shortlisted based on their applications.
This stage of the hiring process is also referred to as pre-employment testing. Pre-
employment testing advances you to the next step in the hiring process. Employers use pre-
employment tests to determine whether job applicants are a good fit for specific job
openings. Different positions at Nestle may necessitate various types of assessments, such
as aptitude tests, group exercises, psychometric tests, case studies assessments, series of
interviews, and medical evaluations. It is not necessary that applicants will have to
go through all of the employment tests. The assessment is based on the position for which
they have applied. It varies depending on the position. Starting with aptitude tests:

Online Aptitude Tests

Online aptitude tests of nestle include:

 Situational judgment test - Nestle's Situational Judgement Test assesses candidates'

behaviour in hypothetical situations that they are likely to face while working for the
company. They are presented with brief scenarios and asked to identify which
actions are most and least desirable. This type of test is especially difficult because
all of the answers will appear to be good ideas with some positive qualities.
However, there is no correct or incorrect answer. Everything is determined by the
characteristics of the candidate.
 Numerical reasoning test – This aptitude test consists of basic calculations such as
reading data from charts and calculating ratios, percentages, and so on. This test is
difficult not because of the content or the requirements, but because applicants
must work under stress and time constraints.

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Group Exercise

This task assesses the candidate's ability to work as part of a team and make a final decision.
Recruiters will be watching them closely throughout the exercise, so they must maintain
their confidence and demonstrate their strengths. Candidates are evaluated based on how
well they participate in the conversation, share their ideas, and ask probing questions. Their
attitude is also evaluated to see if they are dominant and aggressive or if they are willing to
listen to everyone.

Psychometric Tests

Psychometric tests are used to determine a candidate's suitability for a position based on
the required personality traits and aptitude or cognitive abilities. Nestle employs this
method of evaluation to gather additional information about the candidates' suitability for
the position for which they have applied. Abstract, verbal, and numerical reasoning, as well
as personality and motivational profiling, are all covered in the assessment. As part of the
psychometric testing stage, candidates are also given the opportunity to receive verbal
feedback.

Case Study Assessment

Moving on to case study evaluation. Case studies enable interviewers to observe candidates'
strengths and weaknesses in action, such as logical and analytical reasoning. Thinking
creatively and devising novel solutions Nestle presents candidates with a scenario relevant
to the job for which they have applied, and the candidates are then asked to prepare a brief
presentation or response. The candidates then present this to their hiring manager while
receiving verbal feedback on their approach.

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Interviews

Applicants are evaluated during interviews by senior members of the relevant business area
through a variety of exercises. Motivational and business interviews are examples of these.
The first-round interview is usually conducted over the phone. Applicants are evaluated
based on their alignment with Nestle's values, as well as their general abilities and
motivations. Another interview will be conducted with a senior manager or director from
the department to which they have applied.

Medical Assessment

Then there's the medical evaluation. Some positions within the organization may
necessitate a medical examination. Nestle performs this assessment to ensure that each
applicant is capable of performing the job in a safe manner. It informs candidates about the
assessment process if it is relevant to the position for which they have applied.
If the candidates meet all of the criteria and pass all of the interviews, the recruitment
process moves a step further, and the organization conducts reference and background
checks.

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Onboarding At Nestle

Nervousness is a natural part of starting a new job. You need to shake a lot of hands,
remember a lot of names, and complete a lot of paperwork during your first few days. Many
companies have a process in place to welcome new hires help you ease your way into the
climate and culture of the organization and set you up for success throughout your career.
Nestle’s Organization Development team, housed within the Human Resources department,
spearheads the onboarding process for new associates, as well as the learning and
development of all current associates. Since Nestle's People are Nestle's most important
asset, we invest in every step of their career, beginning with their initial steps through
Nestle's Front doors.
Prior to hitting the three-month mark at Nestlé, employees will attend New Associate
Orientation, known around here as "NAO". NAO is a three-day experience that provides the
opportunity to learn about Nestle's History, culture, business, products, and more from
leaders in Nestle's Company. You will participate in NAO alongside several other new
associates from a variety of departments and functional areas—all of whom are your new
co-workers.
As part of an ongoing effort to keep Nestle's Culture alive and encourage associates to
continuously learn and grow their skills, new associates are encouraged to take a set of core
classes, called Checker Essentials. These classes uncover the strategies to successfully create
an inclusive workplace and to develop skills for innovation.

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In addition to these classes, Nestlé offers a robust catalogue of training and development
opportunities to associates of all career levels each year. We try to equip Nestle's associates
with the proper knowledge and tools because we know the stronger you are, the stronger
we are, too.
We truly believe that an investment in Nestle's People is an investment in Nestle's Shared
future.

Training Programs at Nestle

Nestle requires a willingness to learn as a prerequisite for employment. First and foremost,
on-the-job training is provided. Each manager's responsibility includes guiding and coaching,
which is critical for each manager's advancement in his or her position. Formal training
programs are generally goal-oriented, with the goal of improving relevant skills and
competencies. As a result, they are proposed as part of individual development programs
rather than as a reward.
The programs are as follows:
Literacy Training:
The majority of Nestle's people development programs assume that employees have a good
basic education. Nestle, on the other hand, has decided to provide employees with the
opportunity to improve their essential literacy skills in a number of countries. As a result, a
number of Nestle companies have established special programs for those who, for one
reason or another, missed a significant portion of their elementary schooling.
These programs are especially important because they introduce increasingly sophisticated
manufacturing techniques to each country in which they operate. As the level of technology
in Nestle factories has steadily increased, so has the need for training at all levels. A large
portion of this is on-the-job training to develop the specific skills required to operate more
advanced equipment. However, it is not only new technical skills that are required. It is

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occasionally new working practices. More flexibility and independence among work teams,
for example, are sometimes required if the equipment is to operate at peak efficiency.
Nestle Apprenticeship Program:
Apprenticeship programs were an important part of Nestle training, with young trainees
spending three days a week at work and two days a week at school. Positive results were
observed, but some of these quickly encountered a problem. Many students were hired
away at the end of training by other companies that provided no training of their own.
Local Training:
Two-thirds of all Nestle employees work in factories, the majority of which provide ongoing
training to meet their specific requirements. A number of Nestle operating companies also
have their own residential training centers. As a result, local training is the most important
component of Nestle's global people development activities, and the vast majority of the
company's 240000 employees receive training each year. Ensuring appropriate and
continuous training is an official part of every manager's responsibility, and the manager is
often personally involved in the teaching. As a result, a component of every company's
training structure focuses on developing managers' own coaching skills. When necessary,
additional courses are held outside of the factory, usually in connection with the operation
of new technology.
There are many different programmes to choose from. They start with continuing education
for ex-apprentices with the possibility to become supervisors or section leaders and work
their way up through technical, electrical, and maintenance engineering, as well as IT
management. The extent to which factories develop "home-grown" specialists varies
greatly, reflecting the availability of trained workers in each country's labour market. On-
the-job training is also an important part of advancing one's career in commercial and
administrative positions. The majority of courses are also delivered in-house by Nestle
trainers, but as the level increases, collaboration with external institutes grows.
Almost every national Nestle firm offers management training to new hires with a high
school diploma or a university diploma. Their approaches, however, differ significantly. In
Japan, for example, they are made up of a series of short courses that last three days each.
Human assessment skills, leadership, and strategy are among the topics covered, as are
courses for new supervisors and key personnel. Nestle established a national training centre
in Mexico in 1965. Every year, in addition to those who participate in regular training
programmes, about 100 people participate in programmes for young managers. These are
built on a series of modules, allowing for customised courses to be offered to each
participant. Sales and marketing, finance and human resources, milk collecting, and
agricultural services are among the 12-month management training programmes offered by
Nestle India. These include time spent in the field to not only build a diverse set of abilities,
but also to familiarise new employees with the company's structure and systems. Local
training is becoming more comprehensive. As people become more familiar with
information technology, "distance learning" has become a valuable resource, and many
Nestle companies have hired corporate training assistants in this area. It has the significant

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advantage of allowing students to choose courses that meet their specific needs and
complete the work at their own pace and at convenient times. In Singapore, for example,
employees are given financial assistance to attend evening courses in job-related subjects.
Fees and expenses for successfully completing courses leading to a trade certificate, a high
school diploma, university entrance qualifications, and a bachelor's degree are reimbursed.
International Training:
Nestle's success in growing local businesses in each country has been heavily influenced by
the operation of its International Training Centre, which is located near the company's
corporate headquarters in Switzerland. For more than 30 years, the Rive-Reine International
Training Centre has brought together managers from all over the world to learn from senior
Nestle executives and from one another. Although there is central screening for
qualifications, country managers decide who attends which course, and classes are carefully
composed to include people from a variety of geographic and functional backgrounds.
Typically, a class will have 15—20 different nationalities. Every year, approximately 1700
managers from over 80 countries attend the Centre's 70 courses. All course leaders are
Nestle executives with extensive experience in a variety of countries. Because the primary
faculty is Nestle senior management, only 25% of the teaching is done by outside
professionals. The programs are broadly classified into two categories:
• Management courses: makeup approximately 66 percent of all courses offered at Rive-
Reine. The participants have been with the company for four to five years on average. The
goal is to develop a genuine understanding of Nestle’s values and business approaches.
These courses are centered on internal activities.
• Executive courses: people who have taken a management course five to ten years ago are
frequently found in these classes. The emphasis is on developing the ability to externally
represent Nestle and collaborate with others. It places an emphasis on industry analysis,
frequently asking, "What would you do if you were a competitor?"

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 Reviews of the recruitment process in Nestle

 Productive (Office Assistant (Former Employee) - India - January 17, 2022) – The
company is excellent in salary and benefits, very good reputation, but less
opportunity to learn new things, massive work pressure, work-life balance is poor.
But the better platform for young people to handle stress early in their careers Pros -
Good Accommodation; Cons -Long hours.
 Like a family climate (Ex- apprenticeship and temporary operator (Former Employee)
- Goa - January 2, 2022) - Working at Nestle is perfect for a job and it’s like a family.

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 All people are understanding and it’s so interesting to work at Nestle…I hope once I
will get an opportunity to work with Nestle then I will accept it without thinking
about that. Pros -Food accommodation perfect; Cons -8 hour's duty sometimes
overtime 8 hours
 Good Work Station (Software Support Executive (Current Employee) - Varanasi,
Uttar Pradesh - December 30, 2021) – It’s good to work together as a Team. In every
movement feel better & comfortable. Our Seniors support us very much in different
fields. It is awesome to work with a Team like this.
 Productive and informative (Graduate Apprentice Trainee (Former Employee)) - India
- January 12, 2022 - It's good and was an amazing journey of learning new things and
getting to know the industrial culture. There was so much to learn and the seniors
are very supportive. They mentor us and give proper guidance. Pros - Free lunch;
Cons - No cons

Conclusion

Why work at Nestlé? Some graduates are driven by the head. At Nestlé, you’ll have the
chance to grow in both these senses – to develop professionally and personally,
intellectually and emotionally.
The Opportunity –
Whether you join us in our Marketing, Customer and Sales, Engineering, Finance, Human
Resources, or any other function, you will get to the heart of one of our key business areas.
You could become part of a local or an international development program but either way,
you’ll begin to understand the core workings of the world’s leading Nutrition, Health and
Wellness Company. And we’re a diverse business with a global mindset you’ll see how we

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benefit from best-in-class training, you’ll need the drive to make the most of our formal
development, and on-the-job training.
Excelling here means sharing our passion for enhancing lives, it means taking off your future
and remaining open to the unique learning opportunities that will come your way. We
encourage our people to view their career as a journey. There are ongoing opportunities
here to step up, broaden exposure. But, rest assured with 2,000 leading brands and a
passion for improvement, nothing stands still for long in Nestlé –least of all talented young
professionals.
Human resource has become the first resource of the enterprise, the enterprise owned by
the quantity and quality of the talents directly decides the competition ability of the
enterprise. Therefore, human resources management in the enterprise has also been
hitherto unknown attention, while the recruitment work is just the first step of human
resource management, is a particularly important step. Recruitment results not only directly
affect the development of enterprises, but also is a kind of image display of the enterprise
itself, at the same time for the employee's own development also plays a vital role.

References

 https://in.indeed.com/cmp/Nestl%C3%A9-1/reviews
 https://www.nestle.in/
 https://www.nestle.co.nz/careers/our-workplace/the-recruitment-process

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