Unilever Case Study Hrm

work so as to match the nature of the work with the nature of the employee this helps make the work as interesting

3. Why is it important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor?

Job specifications “identify the eligibility requirements or qualifications needed to perform a job” (Baack, et al., 2014, Ch. 4.4). Job specification can be defined as the profile of an ideal candidate. Job specification dictates the specifics of what is needed from the employee such as required amounts of experience, education, physical and technical abilities, as well as desired social skills. Job specification is used to screen the applications sent in by candidates, and job

Organisation: Which organisation(s) are you basing your answers to this assessment on? If you are

Thanks to globalisation, you are likely to work with Japanese, French, Chinese, German and all sorts of other nationalities. It is important to recognise that people from different cultures are different in a variety of ways.

Business environment is facing a rapid change that reminds the business management to focus on its core competencies to survive and sustain in the competitive environment. The core competencies can be developed by strategic human resource management. According to Armstrong (2006) employees are the valued assets for a company. The strategic human resource management is mainly developed in accordance to the fact that human resources need to be managed strategically for the company to enjoy sustainable competitive advantage.

You will need to spend some serious time with Figure 12.6. Use it to help you label this figure. Label each phase by name; then label the smaller structures. Finally, make 2 or 3 summary statements that indicate important features to note about the phase.

Which of the following statements would apply more to a management position in a small hospitality operation than to a management position in a large hospitality operation?

It is important to identify the skills needed for new roles. This can be done by creating a job description for the role in questions. Furthermore, an organisation can identify, through the job description, whether the skills already exist within the organisation or if it is necessary for external recruitment.

Unilever, founded in 1929, is an Anglo–Dutch multinational consumer goods company. Its headquarters are in London, England and in Rotterdam, Netherlands as well. It is the world's third-largest consumer goods company as of 2012. It is also one of the oldest multinational companies in the world, its products include food, beverages, cleaning agents and personal care products. And these products are available in 190 countries.

Choose one real world organisation from one of the three sectors discussed in task one. Discuss this organisation in terms of the following:

Special Skills: List any job-related skills or qualifications that support your application for this position.

3. I would allow employees to utilize the skills that they have to enhance the changes in the organization.

It is necessary for human resource management to have a proper human resource planning. “Human resource planning involves planning that assure a firm’s needs for employees”, says Madura. She also includes that human resource planning consists of three tasks which are forecasting staffing needs, job analysis (Madura, 2007). Recruiting and selecting the right employee is not enough. There is a necessity to provide continuous training and development to the employees to be more productive and efficient. With great training, it enables the employees to be more innovative, creative, motivated and thus increase their working performance. Training can be through various types such as on the job training, off the job training, job rotation and scholarships.

In today’s highly competitive world market, companies are intensely pressurized to survive any possible failures caused by their external threats and internal weakness. Coming with the intense competition in the world market are the changes in many aspects such as technologies, customer demands and customer tastes. All these dynamic factors have all combined to make the originally shrinking world market share much smaller, and make the intensive competition all the more fierce. The adaption to this changing wave of the highly competitive world market requires a willingness and real strategic actions of companies to make internal changes so as to be adapted to the world market to maintain the very survival of theirs. Generally speaking, such a desire and those actual strategies come from nowhere but within the companies internally. The following essay aims at exploring the extent to which the changes in Human Resources Management has contributed to the competitiveness on Marks and Spencer’s (M&S) after 1997, its crisis of describing by analyzing the HRM problems with which M&S was faced, by evaluating the approaches made by M&S to HRM change, which this article will argue it played a large role in enhancing the overall competitiveness of M&S in the global market.