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Case Study HRM Nestle Final

Nestlé is the world's largest food company founded in 1867 with over 247,000 employees worldwide in 2004. The Nestlé Human Resources Policy outlines the company's commitment to respect, transparency, long-term employment, work-life balance, competitive remuneration, and professional development for its employees.

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Chetan Mahesh
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0% found this document useful (0 votes)
481 views9 pages

Case Study HRM Nestle Final

Nestlé is the world's largest food company founded in 1867 with over 247,000 employees worldwide in 2004. The Nestlé Human Resources Policy outlines the company's commitment to respect, transparency, long-term employment, work-life balance, competitive remuneration, and professional development for its employees.

Uploaded by

Chetan Mahesh
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Nestlé

The Nestlé Human


Resources Policy
ABOUT NESTLE

 founded in 1867 in Vevey, Switzerland.


 Grown to become the world’s largest and most diversified food
Company.
 In 2004, Nestlé had around 247,000 employees worldwide,
operated 500 factories in approx. 100 countries and offered
over 8,000 products to millions of consumers universally.
 Nestlé’s activities contribute to and nurture the sustainable
economic development of people, communities and nations.
A shared Responsibility
 Each employee has a distinct responsibility in
dealing with people be it as a leader of a team or as
a peer.

 This partnership is the key for efficiency in people


management.
Dealing with People
 A prerequisite for dealing with people is respect and
trust. There can be no room for intolerance,
harassment or discrimination of any kind as they are
the expression of an elementary lack of respect. This
principle suffers no exception and is to be applied at
all levels and under all circumstances.
 Transparency and honesty in dealing with people are
a sine qua non for efficient communication. Based on
facts and on a sincere dialogue, such transparency is
the only solid basis for boosting continuous
improvement.
Joining Nestlé
 The long-term success of the Company depends on
its capacity to attract, retain and develop employees
able to ensure its growth on a continuing basis. This
is a primary responsibility for all managers.
 The Nestlé policy is to hire staff with personal
attitudes and professional skills enabling them to
develop a long-term relationship with the Company.
 Therefore the potential for professional development
is an essential standard for recruitment.
Employment at Nestlé
 Nestlé provides a working environment which protects the health and
welfare of the employees according to the highest affordable standards
of safety, hygiene and security. Each employee should not only care
for her/his own safety but also that of her/his colleagues.

 Nestlé favours a policy of long-term employment.


Work/Life Balance
 At Nestlé we believe that the employee’s private and
professional life should have a good balance.
 In the same spirit, Nestlé encourages flexible
working conditions whenever possible and
encourages its employees to have interests and
motivations outside work.
Remuneration
 Nestlé favours competitive, stimulating and fair remuneration
structures offering an overall competitive and attractive
compensation package. Remuneration includes salary, any
variable part of remuneration as well as social, pension and
other benefits.
 Remuneration structures should specifically facilitate the
implementation of flat organisational structures and be flexible
so as to be able to adapt to the evolution of the market
conditions. This means broad spans allowing sufficient
flexibility to effectively reward high professional insight and
performances as well as individual potential.
Professional Development
 Learning : Adequate training programs are
developed at the level of each operating company
capitalising on the availability of local, regional or
global resources of the Group.
 Assessing and Developing : Promotions will
exclusively be based on competence, insight,
performance and potential with the exclusion of any
consideration for origin, race, nationality, gender,
religion or age.

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