Bangladesh University of Professionals

ALD2104 Human Resource Management

Topic: Talent Acquisition and Management: A study on Unilever

Submitted To:

Sadman Rana Rakin,

Lecturer,
Department of Management
Bangladesh University of Professionals
Submitted By:
Group6 Section A
1) Enamul Haque 2125171069
2) Raiba Jabbar 2125171085
3) Shafin Shahriar 2125171105
4) Sharkar Lamya Anis Bibha 2125171077
5) Fahim Faisal Apurbo 2125171035
6) Junaeid Hossain Zim 2125171025
TALENT ACQUISITION AND
MANAGEMENT

STUDY ON UNILEVER

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 ACKNOWLEDGEMENT

This research has been conducted by “Team PP” of Marketing 006(A) of Bangladesh University
of Professionals, Dhaka. This study represents the process through which “UNILEVER”
acquires and manages talent. This report has been authored by Enamul Haque, Shafin Shahriar,
Raiba Jabbar, Lamya Anis, Junaeid Hossain and Fahim Faisal, students of the department of
Marketing. The research team gratefully acknowledges the valuable support received from the
former and current SPARKS ambassador of UNILV. The team would also like to register its
sincere thanks to the officials of Southeast Bank for their hospitality and Sadman Rana Rakin sir
for giving the team the opportunity to conduct research on such an interesting topic.

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 Table of Contents
1.Introduction……………………………………………………………………………….. 5

2.Literature Review………………………………………………………………………… 7

3.Company Overview……………………………………………………………………………. 9

4.Methodology……………………………………………………………………………… 14

5.Analysis……………………………………………………………………………………. 14

-SPARKS………………………………………………………………………….. 15

-Biz Maestros……………………………………………………………………………. 16

-Biz Learner……………………………………………………………………………… 19

-ULIP……………………………………………………………………………………… 20

6.Findings & Discussion…………………………………………………………………………. 22

7.Recommendation, Limitation & Conclusion………………………………………… 25

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 Chapter 1 Introduction:

Talent management is a process that emerged in the 1990s and continues to be adopted, as more
companies come to realize that their employees’ talents and skills drive their business success.
Companies that have put into practice talent management have done so to solve an employee
retention problem. The issue with many companies today is that their organizations put
tremendous effort into attracting employees to their company, but spend little time into retaining
and developing talent. A talent management system must be worked into the business strategy
and implemented in daily processes throughout the company as a whole. It can’t be left solely to
the human resources department to attack and retain employees, but rather must be practiced at
all levels of the organizations. The business strategy must include responsibilities for line
managers to develop the skills of their immediate subordinates. Today, how organizations can
identify and get the most out of high potential people in the organization, by developing and
promoting them to key positions. So, researchers have explained a system for integrating three
human resources, ‘building blocks’ organizational competencies, performance appraisal and
forecasting employee and manager potential and talent acquisition which encompasses the entire
process of hiring, sourcing candidates ongoing strategy to find specialists, leaders, or future
executives for company, is an extremely tough job. This often requires the joint efforts of a group
of high statured intellectuals to formulate result driven strategies with undisputable positive
outcomes. But nevertheless, now globally all the mastermind intellects in Human Resource
Development have unequivocally and unanimously acquiesced to the fact that the consistent
growth of any organization could be envisioned by the proficient management and development
of their human capital. Not only, selecting the best suited recruit as per organizational need, or
retaining the talent acquired was imperative, but consistently developing them for their personal
and organizational gains could result in extremely well-designed organizational outcomes and
even better retention of the skilled human resource. Here in this study as we will focus on talent
acquisition in technological institutions, we can restrict our expanse and discuss within the
limitations of academic technical institutions or the colleges producing engineers of various
streams.

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Today, it is pretty clear that, even if financial advantages are important, they do not serve as the
only criteria in determining whether or not deserving personnel can contribute to company goals.

The HRM platform's intense developmental activities are typically to blame for the employee's
emotional commitment and multifaceted involvement in achieving positive and consistent
growth satisfying organizational or academic institution demand, allowing them to survive in the
current competitive environment. Remember that Unilever is also going toward organizational
management more like to that of a corporation; otherwise, they won't be able to achieve their
survival objectives. Those who aren't aggressive can't resist the competition's storm, which
prevents them from establishing. The hardest issue any firm has is building such a platform that
is constantly researching methods of selection, pay packages, and then maintaining and growing
the proper individuals. In this situation, candidates' grade points or academic competence
frequently receives less weight than their aptitude for soft skills.

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 Chapter 2 Literature Review

Human resources play many roles in a company. The department manages employee relations,
talent acquisition, payroll, onboarding, and more. One more duty of HR is talent acquisition
management.

Recruiters, human resource experts, and hiring managers These powerful aspects work together
to form Talent acquisition (TA), which is the organizational responsibility of simply finding the
right person for the job. It is frequently classified as human resources (HR) in a business
environment, including sourcing, recruiting, interviewing, employing, and onboarding
personnel. 

Talent management is described as the carefully managed, strategic process of bringing on the
right talent and assisting them in reaching their full potential while keeping organizational
objectives in mind.

In this term paper, we will be exploring how Unilever conducts talent acquisition and
management. This includes what kind of posts their HR department hires potential job applicants
in, what their recruitment process is like, and what requirements and skills they expect in the
individuals who wish to be a part of their corporation.

Unilever plc is a British multinational consumer goods company with headquarters in London,
England. Unilever products include food, condiments, ice cream, cleaning agents, beauty
products, and personal care. Unilever is the largest producer of soap in the world and its products
are available in around 190 countries. (Wikipedia, 2022).

To explain further, this company was established and has headquarters in Dhaka, Bangladesh
under the name of Unilever Bangladesh Limited which is a consumer goods company founded
originally in 1964, engaged in the manufacture and distribution of home care products, personal

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care products, and foods. It is a joint venture of the Government of Bangladesh and Unilever. In
legal terms of their company, Unilever Consumer Care Limited is now part of Unilever's group
of companies and shall continue to operate in Bangladesh as a subsidiary of Unilever, focusing
on the consumer healthcare nutrition business. 

This paper will explore themes of capabilities of job applicants that are required by Unilever.
Furthermore, it will include suggestions and recommendations in the Talent acquisition and
management department of Unilever to ensure a more effective job recruitment process.  

A detailed company overview will be included in this paper which will consist of Unilever's
primary goals, its financial summary, along with its political, economic, sociological
technological, environmental, and legislative environment. lastly, it will include what Unilever is
today to its consumers and competitors. 

Additionally, flagship and signature Unilever events and competitions like BizMaestro will be
mentioned in this paper as they are key recruitment tools in this corporation’s arsenal.
BizMaestro is a business competition arranged for 4th-year students which intends to equip
contestants for the business world by giving them the opportunity to engage in actual business
obstacles and get a taste of real business. BizLearner is another such opportunity in the form of
an internship offered by Unilever.  It is a freelancing option for existing undergraduate students
that allows you to actively participate in actual freelancing projects at Unilever Bangladesh.
Likewise, ULIP is a 6-month internship program designed to prepare future Unilever talents
through real and professional work experience. This internship program gives you the
opportunity to work in cross-functional teams on challenging projects, in a very supportive
learning environment, getting direct professional development support from Unilever leaders. 

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To further understand the Talent acquisition and management process more clearly, we will
include first-hand interviews with the current Sparks ambassador, holder of ULIP and
BizLearner internship. 

Chapter 3 Company Overview

Unilever is one of the fast-moving consumer goods (FMNG) in the world. They provide a vast
selection of goods in culinary, beverage, personal care, and other industries. Unilever's global
yearly revenue of 39.8 billion dollars and employment of 163,000 people in 2009 demonstrates
the company's success. (Unilever - Wikipedia, 1929)

Mission Statement

Unilever's primary goal is to add value to the life of people. They want to reach out to consumers
by satisfying their everyday needs. Providing nutrition, hygiene, and personal care can help
people feel refreshed, look good, and get the most out of their life. Moving on, they want to
develop a new way of doing business with a priority toward expanding twice the company's size
while reducing environmental impact. (Young, 2016)

History of Unilever

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Unilever’s corporate mission – to add vitality to life – shows how clearly the business
understands 21st-century consumers and their lives. But the spirit of this mission forms a thread
that runs throughout its history.

In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for Sunlight
Soap – his revolutionary new product that helped popularizes cleanliness and hygiene in
Victorian England. It was ‘to make cleanliness commonplace; to lessen work for women; to
foster health and contribute to personal attractiveness, that life may be more enjoyable and
rewarding for the people who use Unilever's products.

This was long before the phrase ‘Corporate Mission’ was invented, but these ideas have stayed at
the heart of Unilever's business. Even if their language – and the notion of only women doing
housework – has become outdated.

In a history that now crosses three centuries, Unilever’s success has been influenced by the
significant events of the day – economic boom, depression, world wars, changing consumer
lifestyles, and technological advances. And throughout, Unilever has created products that help
people get more out of life – cutting the time spent on household chores, improving nutrition,
and enabling people to enjoy food and take care of their homes, clothes, and themselves. (Our
History | Unilever Global Company Website - 1900 - 1950, n.d.)

Financial Summary

Underlying sale growth (USG) is the percentage of turnover increase, modified for the impact of
acquisitions, disposal, and exchange rate fluctuations. In 2009, the USG growth was 3.5%
compared to 7.4% in 2008. Underlying volume growth (UVG) is sales after the impact of (USG),
which was 2.3% in 2009. This shows the sustainable development strategy is working because
Unilever manages to save on the expenditure cost. The operating margin for 2009 is 12.6%
compared to 2008's 17.7%, which has saved the company from net impact profit of disposal,
restructuring, and other one-off items. (Company Overview of Unilever, n.d.)

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Market Share

Market share of Unilever from 1994 to 2008, Unilever has been operating internationally and
generated annual sales of 40 billion. The profitability of this company has produced a relatively
stable share price that does not have a significant downfall even though the tough competitive
market in Europe market with competitors like Procter & Gamble ( P&G ) . Unilever has also
performed much better than the dismal FTSE 100 index predicted over this decade.

Political Environment

The increase in expenditure cost and the downfall of the 00net profit made by Unilever will
affect the momentum of profit generated for the company in the UK. This will cost the
performance of improvement in Unilever, which is slow growth in the market business. This is
why Mr. Polman is concerned with the increment of corporation tax. He added, "We have to be
sure when changes are contemplated [by the Government] that it takes into account what other
countries do as well in Europe, or outside of Europe, to provide competitive corporate tax rates."

Economic Environment

In the economic environment, Unilever generates wealth by adding value to raw materials and
manufacturing their product for the consumers. The parties involved in the economic
environment are their employees, government, investors, and many more communities that
benefit from the company's activities.

Sociological Environment

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Unilever has also extended its impact by working with the World Food Programme (WFP),
which supports developing countries and improves the health and nutrition of products. To reach
out to the people, Unilever in the UK has donated 500,00 through global partnerships and with
(WFP). They also encourage people to donate to Haiti's earthquake disaster through the website
to relieve costs. Unilever also donated soap and Puriet (a water purifier that does not need
pressured water or electricity).

Technology Environment

Plans are being made to improve the IT infrastructure in Unilever. For example, the energy
efficiency of data centers and application power management strategies increase. Telepresence
video conferencing is also applied to reduce the impact of business traveling. Telepresence has
been generated in 13 countries, and plan to add another 39 countries in 2010. This technology
has helped us to reduce emissions by 4,230 tons and save up to 12 million in travel costs for the
year 2010.

Environmental Environment

Unilever is taking responsibility for reducing the total environmental impact; the main problem
is reducing greenhouse gases from the manufacturer of their products. Unilever has been doing a
fantastic job in reducing the production of C02 to the environment. They have achieved a 41%
reduction in CO2 emission per ton production since 1995. Their main goal today is to reduce
CO2 production in their manufacturing operation by 25% by the year-end of 2012.

Legislation Environment

Unilever also has an Environment Policy to follow to ensure their products' safety and reduce
their brand's environmental footprint. Evaluation should be made at every stage, from producing
the raw materials to creating products to disposing of usage by the consumer as the end user.
Environmental management systems should be developed and improved to enhance the
performance of environmental safety and sustainability programs.

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Unilever Today

The company’s brands are trusted everywhere, and listening to the people who buy them has
grown into one of the world’s most successful consumer goods companies. In fact, 150 million
times a day, someone somewhere chooses a Unilever product. Look in your kitchen or on the
bathroom shelf, and you’re bound to see one of our well-known brands. We create markets and
distribute the products people choose to feed their families and keep themselves and their homes
clean and fresh.People’s lives are changing fast. As we all live and work evolve, our needs and
tastes change too. Unilever aims to help people in their daily lives. So, it keeps developing new
products, improving tried and tested brands, and promoting better, more efficient ways of
working.It has a portfolio of brands that are popular across the globe – as well as regional
products and local varieties of famous-name goods. This diversity comes from two of our key
strengths:Strong roots in local markets and first-hand knowledge of the local culture. World-class
business expertise applied internationally to serve consumers everywhere.

Focusing on performance and productivity, it encourages its people to develop new ideas and put
fresh approaches into practice. Hand in hand is a strong sense of responsibility to the
communities it serves. Unilever doesn’t only measure success in financial terms; how it achieves
results is essential too. It works hard to conduct its business with integrity – respecting our
employees, consumers, and the environment around it.

Unilever is one of the world’s leading suppliers of fast-moving consumer goods. Here are some
recent highlights from our three global divisions – Food, home care, and personal care.

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 Chapter 4 Methodology

the research was conducted using a combination of data available online, interviews with
individuals related to the organisation or though the team members experience of being a part of
various programs of the organisation.

A majority of the information was accumulated via Unilever’s well curated online resources
which provide full transparency into their talent acquisition efforts and their various high value
programs. Various third party sources and media outlets were also used to gather detailed
information on the various parts of the programs.

Unilever adjacent members were consulted during the research phase of this paper including
SPARKS ambassadors and Unilever interns who are well acquainted with the talent acquisition
programs.

Lastly recommendations and other ideas were formed using text books other researches
conducted by other people on the subject matter

Combining information gained from all these sources we were able to chalk out a comprehensive
picture of Unilever’s Talent Acquisition efforts .

Chapter 5 Analysis

Unilever’s talent acquisition process is a mixture of traditional talent acquisition methods such as
basic recruitment when positions open up or via campus placements to acquire new talent.
However, they also have a set of annual programs which allows them to not only develop talent
but also identify upcoming talent and recruit them. These Programs include
1) Sparks (A Campus Ambassador Program)
2) BizMaestros (A premiere business case competition)
3) BizLearners (A freelance Program)

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 4) ULIP (A flagship internship program)

SPARKS: The Sparks Programs is a program that is meant to select campus ambassadors from
top universities in Bangladesh to act as liaisons for Unilever within these universities. The
SPARK campus Ambassador is selected for an entire year and they work with their university
clubs and Unilever to organize various events. Speaking to the current campus ambassador in
BUP we got the following responses:

What are your exact duties as a SPARK?

“Well, our duties vary based on how much work we want to do. The events that we as a SPARK
can organize are voluntary, so an ambassador from one Uni can be doing 4 events a month while
another isn’t doing anything that much”

How do you think you’ve been benefitted as a SPARK?

“Well in many ways, as an individual it has allowed me to essentially work at Unilever without
actually working there. I’ve gotten a lot of spotlights and had the opportunity to get closer to
Unilever HR which would greatly benefit my chances in recruitment”

Do you think the programs benefits Unilever in talent acquisition?

“Yes, absolutely. Not only do Unilever get access to 20-25 potential recruits every year who are
very well versed in the way the company works even before joining, they also get to work closer
with universities to develop and recruit suitable fresh talent for their machine”

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BizMaestros:

Unilever's premier business competition, BizMaestros, aims to prepare competitors for the
corporate world by providing them with the chance to work on real-world business challenges
and experience the thrill of real business. By participating in the tournament, students will
experience "the exhilaration of real business." There is a different overarching theme as well as
distinct themes for each round every year, it stated. With its concept, UBL promises to give
young people the chance to grow and succeed so they can become tomorrow's leaders. Brilliant
student ideas have surfaced over the years, and some of them have even been applied in the real
world of business, according to Shamima Akhter, head of corporate affairs, partnerships, and
communications at Unilever.

Inception and Eligibility

"Back in 2010, BizMaestros began as a one-day business competition to test students' abilities to
present the best solutions from their viewpoints to aid the firm from a consumer lens.UBL has
been hosting the competition under the topic "Navigating in the New Normal" for the past 12
years with the goal of fostering in young people the qualities of leadership and future-ready
analytical abilities. Undergraduates in their last year who are enrolled full-time, from any
department or field. To qualify, you must have a CGPA that is 2.5 or higher. BizMaestros is only
open to students once. You must have a team of three people from the same university or from
two separate universities in order to compete in BizMaestros. Less than 3 members, more than 3

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members, or a single person cannot register. Members of the squad may attend various
universities.

Talent Compensation and Acquisition

● The winning BizMaestros team is always given the chance to participate in the Future
Leaders League, an international competition in which the winning teams of all Unilever
equivalents from around the world meet in London for the ultimate showdown 
● The second and third runners up will get the chance to complete their internship with
Unilever after graduation, giving them a head start in their business career, and will also
be recruited under Unilever's "Future Leaders' Program," the management trainee
program.The Unilever Future Leaders Program, Unilever's premier management trainee
program, will also expedite the hiring of the winners (UFLP).
● The top three teams in the competition will also have the chance to participate in a ULIP
internship program (Unilever Leadership Internship Programme). 
● Apart from the top three teams, those who advanced to the second round of the
competition would be added to Unilever Bangladesh's talent pool for potential future
hiring possibilities.

BizMaestros, according to Unilever, is not your typical business competition that is only focused
on finding talent for the company's requirements. Rather, it aims to close the
professional-academic gap and create skilled human resources for the economy while achieving
a number of Sustainable Development Goals (SDGs). According to Sibat Nuhas, Employer
Brand and Diversity & Inclusion Manager at Unilever, "One of our core principles is respecting

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diversity and appreciating talent, purpose, and high performance over grades and place of
study/residence, which also enables us to play our part in achieving SDG 20, 24, as well as
several other goals." While SDG 24 asserts that youth employment is crucial to the national
development framework, SDG 20 mandates that skill development is a necessary precondition
for sustainable development.

Goals and reach

In order to ensure learning opportunities for the students and find different talent, Unilever
collaborated with more than 50 universities in Bangladesh in 2020. Over 7,000 students took
advantage of skill development and career-based assistance from the top FMCG company
through a series of campus contacts and skill-building events. "It's about training future leaders
and cultivating talent who are able to manage the complex challenges of the next generation and
sustain economic growth," said Sakshi Handa, HR Director at Unilever Bangladesh. It's not
simply another business competition; our goal has always been to help emerging business leaders
bridge the gap between academia and the workplace. Sakshi Handa continued, "We are dedicated
to assisting 10 million youngsters globally by 2030 in obtaining skills that will be crucial for the
workforce of the future. To maintain a balanced economic growth and manage the difficult issues
facing the next generation, such as switching to a low-carbon economy while maintaining
Bangladesh's robust economic growth, it is imperative to cultivate talent and a trained workforce,
says Sakshi.

BizMaestors today

Young people from all around the nation will come together for this year's BizMaestros to work
with Unilever's purpose-driven businesses. With this year's topic, "Bangladesh Rising With U,"
BizMaestros participants will have the opportunity to work on actual business problems that will

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enable them to contribute to and be a partner in the development of Bangladesh. Though the 
stages of the competition may vary every year, the first of the three thrilling rounds this year will
take place online. For the second and final rounds, cases must be submitted electronically via
website, and presentations must be made in person. It goes without saying that BizMaestros is
essential to Unilever Bangladesh's rich talent pool and a cornerstone of our shelter for the league
of future industry leaders. BizMaestros is the exquisite artistry that goes into creating Unilever
Bangladesh, if Unilever Bangladesh is the company's crown jewel. The voyage will undoubtedly
last for several more decades, and BizMaestros will keep promoting Bangladesh. They so assist
in recruiting exceptional people into their employ from across our nation so they can uphold our
nation's reputation in the international market and continue it on its path to excellence.

BizLearner:

BizLearner is a unique opportunity for undergraduate students to get hands-on corporate

experience while still pursuing their education. Bizlearner is a freelancing opportunity for
currently enrolled undergraduate students allowing candidates to actively engage in live
freelancing projects at Unilever Bangladesh.

Unilever Biz Maestros is a business competition for final year undergraduate students. This
competition offers a platform for the students where they can engage in real life business
challenges. For several years, this competition was solely based on business cases addressing
different Unilever brands. The modality of the competition was basically the traditional case
presentation through PowerPoint slides. But nevertheless, it gave them the opportunity to show
their creativity through some manner. From 2013 Unilever Bangladesh has taken the competition
to the next level and they are bringing something new every year. The competition is not limited
to business cases only; rather it gives students an exciting experience of the business world. New
and challenging tasks are incorporated which enable the students to understand the challenges of
real business and at the same time come up with innovative ideas.

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Unilever Leadership Internship Programme(ULIP)

Unilever Leadership Internship Programme is three-month-long summer period internship

programme for students to help them acquire work experience to kick-start their careers in one of
the following departments:

● Supply Chain

● Finance

● Research & Development

● Human Resource

● Customer Development (sales)

● Marketing

● Information Technology Management (IT) (hall)

At Unilever Human Resources, it is believed that their innovative and people-centric approach is
the key to creating an outstanding business and bringing its employees’ purposes to life through
the work they do.

The required qualification for ULIP is second to Penultimate year students. The five fields to
choose from an Internship at Unilever are-

● Finance

● Marketing

● Customer Development

● Supply Chain

● Human Resources

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ULIP enables employees to gain experience in one of Unilever’s core HR Pillars-

● HR Business Partner: Partner Business leaders/ functions on strategic solutions on talent

development

● People experience Lead: Partner employees and Line Managers on employee experiences
from the point of onboarding to moving roles internally.

● Expertise teams: Take up projects with HR Analytics team

ULIP Benefits-

● Candidates will learn from a highly energetic team, where the team members will help to
develop skills and competencies.

● Immerse in the Unilever culture and experience how they build a business that the world
can be proud of through their Unilever Sustainable Living Plan.

Application Process-

1. Online Application

2. Profile Assessment

3. Digital Interview

4. Discovery Center Day

Internship Requirements-

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1. Eligibility:

● ULIP recruitment is on an annual basis

● Final year undergraduates

● Candidates who are done with all undergraduate courses

Chapter 6 Findings and Discussions

Talent acquisition is the strategic process employers use to analyze their long-term talent needs
in the context of business goals, identify and develop the best talent sources, then execute the
strategy by recruiting, evaluating and onboarding candidates. Talent Management is also known
as Human Capital Management (HCM).

Unilever is an Anglo-Dutch company, with a history of colonial exploitation, on which it has

gradually built its capital. Today it owns most of the world’s consumer product brands in food,
beverages, cleaning agents and personal care products.

Career Management in Unilever: In Unilever career management is known as career progression

and in Unilever progression is based on merit and potential. By taking advice from manager &
HR the employees take control of their own career development.

● Planning- Careful Planning ensures building a strong foundation in professional skills,

gain experiences across different operating environments and processes ,and developing
capability in your chosen area of expertise.

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 ● Depth and Breadth- Depth of experience is about developing professional skills through
performing and practicing roles. Breadth of experience is about increasing one’s
knowledge and understanding of the business as a whole.
● Wider Experience- International experience is essential in many roles within a global
organization and assignments offer valuable development opportunities.

Talent Management Strategies of Unilever-

Unilever starts its talent management program from the beginning of the recruiting process.

Attract Talent-
● Design a talent management system
● Unbiased reward and recognition
● Flexible work environment and positive culture
● Proper training
● Effective appraisal system
● Design Job for talent people
● Provide proper research facility

Keep Talent -
● Compensate talents as supplier
● Right location to attract and retain talents
● Assign right job to right talent
● Career and succession plan
● Balance age, gender, color

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 ● Create challenging environment
● Create social bond with employees through adventure, sports, party, contests etc
● Compensation and profit-sharing plan
● Eliminate non-working people

Manage Talent-
● Establish effective communication and cooperation
● Allow talent to create and apply knowledge
● Build trust on talents
● Set positive and constructive challenge
● Performing XYZ analysis
● Monitor talent as assets
● Set challenging business goal
● Take corrective action if necessary

Identify Talent-
● Identify own talent before hiring talent
● Performance based talent pool
● Test based
● Scorecard entries

Talent Acquisition of Unilever-

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Unilever’s products can be found in more than 190 countries. Their 400+ brands meet their
customer needs across personal, food, home care and more. To meet rapidly changing and
dynamic consumer demands, Unilever recognized the need to attract talent from around the
world. Unilever’s recruitment transformation began with its Future Leaders’s Program, a highly
selective program for recent college graduates that selects 800 individuals from a pool of
250,000 applicants.

The team of Unilever partnered with multiple solutions to create an end to end engaging and
digital candidate experience including HireVue to initiate mobile-phone based recorded video
interviews, and interview-assessment technology.

Chapter 7 Recommendations, Limitations, Conclusions

Recommendation

- The capabilities, i.e., skills, behaviors, abilities, and knowledge, needed throughout the
company, should be meaningfully described by Unilever.

-Unilever's entry-form is quite difficult, and some of the information that is requested isn't
always accessible. We suggest reducing the entrance form and simplifying its appearance for all
prospective applicants.

- Unilever may include assignments with career development and succession planning based on
employee performance because it is an international company.

-The workers who are unable to carry out their duties should also be a priority for Unilever. They
can oversee their skill development through a monitoring program and training regimen.

-The individual should have more certified training to increase their effectiveness and efficiency.
It could also be used as a motivational technique

Conclusion:

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The report has attempted to point out talent acquisition and management process in Unilever
Bangladesh. Talent acquisition in the field of technical education is now going through a
transformation, and it is anticipated that it will continue to improve. Although it might be
difficult to find the proper professors, effective recruitment is the cornerstone of any talent
management program, thus developing an effective plan for doing so is essential. Organizations
are adopting a comprehensive approach to people management, from carefully recruiting and
choosing candidates to placing workers in positions of best effect, as they may continue to
pursue high performance and better outcomes through the talent management program methods.
The mandate is clear: for organizations to succeed in today’s rapidly changing and increasingly
competitive marketplace, intense focus must be applied to aligning human capital with corporate
strategy and objectives.

It starts with recruiting and retaining talented people and continuous by sustaining the
knowledge and competencies across the entire work force. The sense of self-worth and
conviction will lead to motivational approach for better performance outcomes. All strategical
approaches combined can raise human capital standards in technical ed.

References:

● Unilever - Wikipedia. (1929, September 2). Unilever - Wikipedia. Retrieved October 5,

2022, from https://en.wikipedia.org/wiki/Unilever
● Young, J. (2016, October 4). Unilever’s Vision Statement & Mission Statement (An
Analysis) - Panmore Institute. Panmore Institute. Retrieved October 5, 2022, from
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