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Talent Management in Unilever
NVP
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Talent Management
Different aspects make up Talent Management within Unilever:1. Some aspects are focused on the individual:
a. Recruitment & Selection
b. Learning & Development
c. Performance Management Wheel
2. Some aspects are focused at managing talent accross an organization :
These are discussed in FRCs or Functional Resource Committees
Most of all talent management processes are web-enabled, and are linked to
PeopleSoft
Talent management process E-tool
Recruitment (incl. applying to a job internally or externally) VURV
Learning Learning Management System
Goal setting, Performance evaluations, PerformanceRatings, Succession planning, high potential listing, .
PDP online system
Reward e-Reward system
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A special case trainees
Throughout this presentation, we will sometimes highlight how we manage theyoung graduate talents specifically.
Why? Because at Unilever we believe we need to invest highly invest in
management trainees in order to build a robust talent pipeline.
Therefore the Unilever Future Leaders Programme (UFLP) has been set up. Key areas:
Attraction
Selection
Development
Performance & Reward
We attract about 30-40 new trainees each year, in the Benelux
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1a. Recruitment & Selection
Recruitment administration: has been outsourced to Accenture internally its Unilever Peoplelink.
Rationale of outsourcing:
Hiring Manager to focus on those elements where he can really add value, and
Unilever Peoplelink does the rest
Role of hiring manager: Set up the vacancy text, hold interviews with shortlisted candidates, decide who gets
the job
Role of Unilever Peoplelink
Act as link between candidate, hiring manager, sourcing partners (eg. recruitment
agencies) and follow-up the whole process Screen candidates, hold first telephone interview, extend job offer & contract
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1a. Recruitment & Selection for UFLP
Selection process: CV & Motivation letter screening
Numerical & Logical reasoning test online
Telephone interview on SOL competencies & motivation
Assessment center with WL3 leaders as assessors
Recruitment:
How? Via Campus Manager Approach :1 current trainee acts as Campus
Manager (i.e. is responsible for attracting
young graduates of 1 specific campus)
Where? In Target Cities / Specific
Groups (diversity) / Events
When? 2 starting moments: 1 March &
1 September
Great results Employer branding in 2011 ! N 1 preferred employer for Economic &
Engineering students
N 4 preferred employer for students overall
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1b. Learning & Development- skills
We aim to develop our people on 3 different sets of skills:1. General Skills > a catalogue exists of all general skills
trainings we offer, and which are deliveredin the most appropriate way (e-learning, virtualclassroom learning, classroom learning, etc.)
2. Professional Skills > each function has an Academy - eg. UnileverMarketing Academy develops programmesspecifically for marketeers, at each level of theircareer
3. Leadership Skills > High Potential Leadership programmes existfor High Potentials at each worklevel withinUnilever
The development needs of an indivual are discussed usingthe Individual Development Planning (IDP)
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1b. Learning & Development- Individual Development Plan (IDP)
A Development Plan should be considered as a long term vision on how your career within Unilever could develop. Once it has been set up, it should
be reviewed annually by you and your Line Manager, to make sure you are still on track. This long term vision will translate in to short term
Development Goals, these goals should be fed into PDP Online and progress should be monitored regularly
We advise you to highlight the "must deliver" / "must develop" development activities in yellow.
For:
To Increase Readiness for Destination Role of:
Date:
Development
Goals
These goals are
related to (based
on Step 1
identified
strenghts and
development
areas):
Development Activities
Developmen
t
Deliverables
(KPI,
timeframe)
Context
70%
Contacts
20%
Concepts
10%Job or Project
Assignments
(tasks,
temporary
assignments,
task forces, job
rotations,
secondments)
Attend
Meetings/Event
s (company or
external
events/meetings/
conferences)
Role in
Professional/
Industry
Groups
(industry
committees,
professional
societies)
Coaching/Ment
oring (pairing
with expert,
peer, leader,
advisor(s); being
observed/receivi
ng feedback)
Observing
Experts
(shadowing or
observing
experts;
interviewing/de
-briefing
experts)
Developing or
Delivering
Training
(helping design
or provide
training to
others)
Readings/Too
ls (books,
web-sites,
workbooks,
tools, podcasts
- Books 24*7)
Participating
in Formal
Training
(classroom
training,
workshops, e-
learning,
webinars)
Other(any
other ideas for
developing/lear
ning this
competency)
Employee Sign Off:
Linemanager Sign Off:
Linemanager's Linemanager Sign
Off:
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1b. Learning & Development My Passport
The IDP informs which development activities are to be taken > thosethat are a formal training are captured & viawable their online Learning
Passport
This Passport separates learning needs into 3 categories: Mandatory
trainings, Recommended trainings, and Elective trainings
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1b. Learning & Development For UFLP
1. Local On-boarding UFLP Take-Off:
5 days divided in 2 modules
Purpose is threefold: network with other trainees, introduction to the different
disciplines and getting to know some Unilever leaders, introducing the 2-year
programme and their role in making it a success
2. 2-year Development roadmap including:
1. Professional skills (eg. Marketing Foundation programme)
2. General skills (eg. Time & priority mgmt, project mgmt, ...)
3. Leadership Skills
3. Mentoring
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1c. Performance Management Wheel
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The Standards of
Leadership define
the way we need todo things around
here in order to
double the size of
the business by 2020
1c. Performance Management Wheel- Standards of Leadership: the Unilever competencies
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Growth MindsetThis is competitive leadership. Taking the lead in the marketplace versus following. It's a positive attitude aboutthe company's futureglass half-fullbut it's realistic. It's passion for winning. Winning defined as gainingmarket share. It's placing a fresh emphasis on innovationchallenging the status quo.
Consumer and Customer Focus
This is purpose-driven leadership. It's externally focusedon consumers, on customers. First take care ofconsumers and customers; financial performance will follow. It's a heightened passion for the consumer: I firmlybelieve in improving the lives of consumers. It's bringing the voice of the consumer and the customer into
everything we do. It's seeing our brands through their eyes.
Bias for action
This is action-driven leadership: "This is what I will do." It's speed and sense of urgency in making decisions. Butit needs to be thoughtful action, intelligent risk-taking. Also it's not wasting time on bureaucracyits output thatcounts. And its simplifying my agenda, carefully choosing prioritiesand not taking on too much.
Accountability and Responsibility
This is performance-driven leadership. "I will deliver against KPIs, holding myself to the highest standards. I will
also hold other people accountablefirst by setting clear expectations and then by telling them if they are on theright path. It's staring reality in the eyedoing it with numbers. It's taking responsibility for Unilever's overallperformance, not just by delivering my results but by helping other people deliver their results. Finally, itsmanagerially driving change and using operational discipline to deliver on the promise.
Building Talent and Teams
This is people-driven leadership. It's passion for people. It's having the best people in the right positions,whatever the manager's gender or background. It's giving people plenty of room to do their part, and recognizingthem for their contributions. It's investing in people's developmentgiving them feedback and challenging work.
Its also constantly challenging myself to grow and improve. And it's building aligned, cohesive teams that pulltogether to win.
1c. Performance Management Wheel- Standards of Leadership: the Unilever competencies
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Goal setting, or Setting your 3+1 (3key workplan goals + 1 keydevelopment plan goal)
Goal setting is first step in the annualPerformance & Development Planning(PDP)
Goal
Setting
1c. Performance Management Wheel- Goal Setting
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1c. Performance Management Wheel- Learning & Development Plans
Discuss your long term Individual DevelopmantPlan (IDP) with your linemanager; use this asinput for your short term development plan goal
Learning &
Development
Plans
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1c. Performance Management Wheel- Performance Rating
Have a good mid-year review with your Line manager (review 3+1, SOLs, core jobresponsibilities) and record outcome of review in the PDP system
Have a good End-of-Year discussion with your line manager (final review of 3+1,SOLs, core job responsibilities) and record outcome of review in the PDP system
Based on your performance regarding your 3+1, SOLs, and core jobresponsibilities, your line manager will decide on the appropriate PerformanceRating for you (between 1 & 5)
The line manager of your line manager will review all recommended ratings inhis/her remit, and make ensure calibration for the whole team
Line Mgr rating recommendation December latest
Performance
Rating
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1c. Performance Management Wheel- 360 feedback
You can ask your peers, line manager, people you work with, to give youfeedback on the way you demonstrate the SOL behaviours, by initiating a Multi-Source Feedback (MSF) (also known as 360 review)
The MSF exercice can either be a light version (rated on high-levelcompetencies) or full version (rated on subquestions per competency), and youcan ask either up to 15 people to give feedback, or just do the exercisebetween yourself & your linemanager
360
Feedback
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1c. Performance Management Wheel- Global People Survey
Regularly you will be asked to fill in the Global People Surveyquestionnaire, which aims to get a view on opinions of Unileveremployees regarding working at Unilever.
GPS
Feedback
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1c. Performance Management Wheel- Forced LDT differentiation
The LDT (or Leadership Differentiation Tool) is used in theFunctional Resource Committees (FRC) to differentiate betweenpeer managers in a certain function and at a certain Work level
All managers are plotted on 2 axes, the WHAT-axe (whether youreach your workplan goals) and the HOW-axe (whether youreach your goals by demonstrating SOL behaviour)
Once confirmed, your line manager informs you of your positionin the LDT matrix
Consistently
exceeds
stretchingperformance
targets.
Consistently
meets stretching
performancetargets.
Fails to meet
stretching
performancetargets.
WHAT
Consistently
demonstratesoutstanding
leadership
Consistently
demonstrates
leadership atthe expected
level
Does not
demonstrate
leadership atthe expected
level.
HO
W
Maxim
um25%
Minim
um15%
Approx60%
Consistently
exceeds
stretchingperformance
targets.
Consistently
meets stretching
performancetargets.
Fails to meet
stretching
performancetargets.
WHAT
Consistently
demonstratesoutstanding
leadership
Consistently
demonstrates
leadership atthe expected
level
Does not
demonstrate
leadership atthe expected
level.
HO
W
Maxim
um25%
Minim
um15%
Approx60%
Forced
Distribution
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1c. Performance Management Wheel- Differentiated Pay for Performance
In order to achieve differentiation in pay performancerates have been introduced (from 1 to 5)
Performance rating is based on individual performance
against the 3+1 goals and job fundamentals
Performance ratings are directly linked to bonuses, eachperformance rate has its own bonus range without
overlap between the rates; the higher the individual
performance the higher the bonus one will receive
Differentiated Pay for
Performance
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2. Functional Resource Committees
FRCs are held every quarter
This is a Sample Agenda for end of Q2:
1. Succession planning: who is ready now or in years for our key roles
2. Review Key Talent: Who are they key talents? What about their development & nextsteps?
3. Key talent on key roles: What % of our key roles are held by our key talents?
4. List Cover: What % of the number of roles we have at a certain worklevel (eg. WL4), havea WL3 High Potential Lister that is ready to succeed?
5. Expected & Current vacancies
6. Mid year review:
* Review Poor performers progress (red boxes)
* Review people in white & green boxes of last years LDT
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How we work on improving talent
management day by day
In October 2010 the HR Benelux team did an assessment of where westand today in terms of Talent, Skills, Culture & Organization
Question we asked ourselves: Do we have a gap in these 4 areas, in
order to achieve the growth we want to achieve by 2020?
Answer: Yes we do! These are a couple of items we are improving as a
result of that assessment:
Better onboarding of Mid Career Recruits
Learning Passport: Making sure employees know what trainings are relevantto them, so that they enroll for more trainings
Improving the People Management skills of our managers (now managers
tend to focus solely on reaching their business targets, forgetting that the
employees in their team are a critical resource to reach those!)
Etc
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Any questions or comments?
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