NATURE AND CONSEQUENCES OF CHANGES

ORGANIZATIONS

Faculty:
Business
Teacher:
Ander Perez Perez.
Course:
Global Market Perspectives
Students:
Alvarez Rabanal, Briam Luis
Gamboa Villarruel, Michael
Vergara Miranda, Camilo
 INDEX

1 NESTLE CASE ........................................................................................... 2

1.1 BUSINESS VISIÓN ............................................................................... 3

1.2 HUMAN RESOURCES ......................................................................... 3

1.2.1 RECRUITMENT.............................................................................. 4

1.2.2 EVALUATION PROCESS .............................................................. 5

1.2.3 TRAINING IN NESTLE ................................................................... 6

1.3 CONCLUSIONS .................................................................................... 9

1.4 REFERENCES .................................................................................... 10

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 1 NESTLE CASE

Nestle is the leading global food Company, the objetive es to be recognized as he world
leader in nutrition, health and wellbeing, and trusted by all stakeholders. Now Nestle
have a variety line, for example bottled wáter, coffe, beakfast cereals, confectionary, ice
cream and dairy products, adult and infant nutrition products, and pet care products.
Some famous brands include Nescafè, kit kat, Nesquik, Nespresso, Purina, Perrier
Aquarel, Maggi, Buitoni, and milk.

As a company, best positioned to create shared value in three areas:

Nutrition: by providing nutritious products that deliver real health benefits to our
consumers and by making our products more affordable and accessible through
innovation and partnerships.

Water: by advocating for the protection of scarce water resources and by using
water more efficiently in manufacturing and distribution processes in ways that also
benefit others supply chain.

Rural development: by supporting farmer development in rural areas where the raw
materials needs are grown, securing continued access to quality inputs and
strengthening customer base.

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1.1 BUSINESS VISIÓN

Nestle knows that a Company need a succesful society to be succesfull business, and
the visión is the advance in Corporate Social Responsability in order to créate long term
value for society as well as stakeholders. In the past, corporate investment in community
and environmental initiatives were often seen as ‘obligations’ or simply philanthropy:
added costs that had to be borne to minimise operational risks and protect reputation.

Creating Shared Value redefines many of these obligations as opportunities to

strengthen the business long-term and creating Shared Value builds on commitment to
compliance and sustainability both of which are important ways of mitigating risks to our
business, protecting the reputation and in the case of sustainability, reducing costs.
Creating Shared Value is ultimately about ensuring competitiveness and commercial
success.

1.2 HUMAN RESOURCES

These policies are intended for all persons who occupy a leadership role, as well
as to professionals in human resources. The principles of management and
leadership at Nestle compile directives which must inspire all Nestlé employees,
both in their actions and in their relations with others. The principles of operation
of the business of the Nestlé Group concern, for its part, the basic principles that
Nestlé is committed to respecting the world.

This policy includes policies that constitute a sound basis for a Management
effective human resource of the Nestle group in the world. It is, by essence,
flexible and dynamic and can adapt to different situations. Its implementation
will be subject to a reflection appropriate, taking into consideration the specific
context. His spirit must be respected in any circumstance.

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Given that Nestle exercised its activities to global scale, local practices and laws
must be respected everywhere. Agree, also, take into account the evolution of
each market and fitness grade to progress in all that refers to the resource
management human. In case of conflict between any of policies and local
legislation, this will be last which will prevail.

1.2.1Recruitment

The real success in the long term of our society depends in the ability to
attract, encourage and develop employees capable of settle growth on a
basis constant. It is an important responsibility for all executives of the
group. Nestlé policy is to hire collaborators with a personality and skills that
they develop a relationship to long term with the company. Reason why
the potential for professional development is a essential criterion in the time of
the hiring.

It is the reason why, taking into account the importance of the values of Nestlé,
be pay special attention to the qualities of a candidate and thus as to the values
of the Company.

These principles and values must be clearly communicated from the

beginning recruitment. People who are not willing to to adhere to principles of
the management businesses of the Nestlé Group or the principles of
management and leadership at Nestle not may be part of the company,
given these documents setting forth its principles and its values fundamental. In
addition, for management positions, will be must possess specific qualities of
leadership and a keen sense of the business. Nestle wants to retain and expand
its reputation of large reputable company. Relations with the universities,
presence in recruitment campaigns and other contacts should be conducted to

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promote optimum visibility of the company by part of the potential candidates. Will
be special attention in the treatment of each bid, that is the result of the
selection. At the time that promotes the promotion within the company, human
resources responsible for the direction and the should interested in candidates of
value out of this and compare internal ratings with external applications.

Nestlé believes that avoid the discrimination and harassment is not enough. It is
essential to build on all the levels, a relationship based on trust and respect for
all employees. By, each manager should be reported in the way in which
collaborators feel in their work. In large sections, may be necessary to organize
regular surveys in this regard, through probes internal or other means similar.
Nestlé promotes a policy of hiring long term, when an activity not can be
maintained within the group, is shall take reasonable measures to
prevent collective dismissals, by identifying, in the far as possible, a
company external ready to resume the activity of Nestlé in question. But in

In contrary situations, a closure can reveal inevitable, but it will be treated in

agreement with the local legislation and the principles of operation of the
business of the Nestlé Group. A social plan will be drawn up taking into account
the legitimate interests of the staff, the measures will be taken to minimize the
negative social impact of such a situation

1.2.2 Evaluation Process

Nestlé believes that its future passes by the selection and the development of its
employees, being this one of the most important pillars to conquer success. The
professional selection process is based on the methodology of the Assessment Centers,
which aims to assess the specific skills of the candidates in different situations. Are used
as interviews competency-based assessment techniques, the application of psycho-
technical tests, case studies of business, or the Organization of group dynamics and role
play, among others.

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Employees receive periodically feedback on you performance and career goals through
various Tools and processes, such as the performance appraisal process, progress and
Development Guide and 360 ° evaluation. Every boss devotes time to the objectives
and addressing follow-up newspaper employees throughout the year. Each employee,
with the support of the Chief, is responsible for their own professional development, for
which are encouraged to express their objectives and expectations of career
through dialogue open. Our aim is to retain and motivate employees to offering them a
career plan attractive and realistic enabling them to develop their skills in the long run.
Given the importance of cultural diversity at Nestle, employees who are interested in
international assignments may have the opportunity to work in different countries. The
international dimension of the Group serves as a competitive advantage to retain and
develop talented people. Nestle, promotions are based on performance held in terms of
results and conduct, as well as the potential for future growth. The company develops a
rigorous and active plan of succession in all levels of the Organization to ensure that
there is a range of ready successors to take the needs of the future.

The committed to ensuring the conditions necessary to keep a company in which

diversity and gender balance prevail. Therefore, Nestle has focused on removing
barriers to the progress of the careers of men and women through the development of
an environment of more flexible working, the implementation of mentoring programs, the
establishment of flexible career plans and support for dual careers. Human resources
provides support for the implementation of the necessary tools and works with managers
to prepare the fundamental resources.

1.2.3Training in Nestle

Nestlé believes that it is important to give people the opportunities for life-long
learning. All employees are called upon to upgrade their skills in a fast-changing
world. Nestle believes that by offering opportunities to develop, not only enrich
ourselves as a company, also make ourselves individually more autonomous,
confident, and, in turn, more employable and open to new positions within the
company.

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Enhancing this virtuous circle is the ultimate goal of training efforts at many
different levels through the thousands of training programmes run each year.
The following pages combine facts, figures and photographs with several
personal histories to give an overview of how Nestlé focuses on people and
learning around the world.

Most of Nestlé’s people development programmes assume a good basic

education on the part of our employees. However, in a number of countries, have
decided to offer employees the opportunity to upgrade their essential literacy
skills. A number of Nestlé companies have therefore set up special programmes
for those who, for one reason or another, missed a large part of their elementary
schooling.
These programmes are especially important as Nestle introduce increasingly
sophisticated production techniques into each country where operate. As the
level of technology in Nestlé factories has steadily risen, the need for training has
increased at all levels. Much of this is on-the-job training to develop the specific
skills to operate more advanced equipment. But it’s not only new technical
abilities that are required. It’s sometimes new working practices. For example,
more flexibility and more independence among work teams are sometimes
needed if equipment is to operate at maximum efficiency.

Apprenticeship programmes have been an essential part of Nestlé training since

the company’s foundation in 1867. In addition to running its own apprenticeship
programmes, in 1959 Nestlé was also one of the founding members of
Swisscontact, a non-governmental organisation dedicated to training people in
developing countries. Since its creation, Swisscontact has trained around 200
000 apprentices and a total of over 700 000 persons in total, por example for
example Nestlé now spends approximately 6% of total payroll expenses on
training at Babelegi and in just two years the illiteracy rate has decreased by 15%.

In Nestle the first programmes in developing countries started in Colombia and

South Africa where the young trainees spent three days a week at work and two

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at school. Positive results led to the introduction of a similar approach in other
countries but some of these soon ran into a problem. At the end of training, many
students were hired away by other companies which provided no training of their
own.

Nowdays, Two-thirds of all Nestlé employees work in factories, most of which

organise continuous training to meet their specific needs. In addition, a number
of Nestlé operating companies run their own residential training centres. 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 240
000 employees receive training every year.

Ensuring appropriate and continuous training is an official part of every

manager’s responsibilities and, in many cases, the manager is personally
involved in the teaching. For this reason, part of the training structure in every
company is focused on developing managers’ own coaching skills. Additional
courses are held outside the factory when required, generally in connection with
the operation of new technology.

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1.3 CONCLUSIONS

Nestle is a company with presence in many countries, which had to be evolving and
learning from each of the different cultures around the world, so that their processes are
very clear and its vision of a multicultural organization is very strong. So can say that
Nestle continuously applied programs of development of people, training them and
strengthening their skills and develop their capacities, both for the good company, the
society and the company.

When Nestle is an organizational problem, not get rid of the problem, tries to think of
solutions applied towards improving, achieving thus well-being and continuous
improvement within the organization.

Nestlé proves to be a solid company with a great responsibility which will allow you to
develop more and more and understand each of its stakeholders.

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1.4 REFERENCES
http://www.nestle-centroamerica.com/jobs/nuestro-proceso-de-
selecci%C3%B3n
http://empresa.nestle.es/es/libreria-
documentos/documents/publicaciones/politica-de-recursos-humanos-nestle.pdf

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