3.

1 Learning, development and training

Development and training is an integral part of human resource management process to improve
employee performance and productivity.

Training is a process organized by the organisation in which trainees get an opportunity to learn and
improve their skills which are required to do the job in the short term.

Development is the growth or realisation of a person's ability and the potential though the provision of
learning and educational experiences in the long term.

Training Development Formatted: Centered

In short term with a concrete goal In long term activity with goals that are open- Formatted: Centered
ended and ongoing
Focus on role Focus on person Formatted: Centered
Training aims at a specific job or role requirement More conceptual and focuses on overall Formatted: Centered
progression of individuals
Training revolves around immidiate or the Development activities are futuristic Formatted: Centered
present needs
Enhance the knowledge or skills for particular job Focus on career building and progression Formatted: Centered
or role
Training program are group focused Development activities tend to be more of Formatted: Centered
personalized experience and bases on individual’s
plan
The organisation take the responsibility of Individuals are held responsible for creating and Formatted: Centered
training owning their development plan & activities
Benefit of HR training and development

Employees Employers Formatted: Centered

Create cohesion between employees and Improve labor productivity and production Formatted: Centered
businesses efficiency
Help employees improve skills to suit the job Avoid outdated management Formatted: Centered
Being updated new skills and knowledge Solving organizational problem Formatted: Centered
Meet the need and aspiration of workers Job guide for new employees
Formatted: Centered
development
Improve how you view and think about work have a highly specialized team Formatted: Centered
In Unilever, identifying training needs is the first step in determining the gap between standards and
skills or performance of employees. This is mandatory because we are a large organization and must
ensure that our employees have good qualifications. We follow 8 steps (Mary Nestor harpers) to find
out the training gap.

- Create a project team to identify performance, revenue, outdated processes, technology, or Formatted: List Paragraph, Bulleted + Level: 1 +
employee performance issues. Aligned at: 0.25" + Indent at: 0.5"
- Gather as much data as possible. Collect customer feedback data, employee performance
surveys to determine quality.
- Create a flow chart to identify issues that need training.
 - Conduct training gap analysis by compare the flow charts to determine if the procedure and
how to perform the task are wrong? If there are no errors and the business results are not up to
standard, they must be retrained.
- Identify root causes
- Decide what need to change
- Design a training program for employees
- Implement the training

There are 3 types of training: Formal training, on-the-job training and Induction training. However, in
this organisation, we use all of there types depend on each stage.

- When a new employee is admitted to the company, you will be learned about in order to start
the job and then the management will explain about the nature of the job, the goals of each
task, hours of work, structure of department, … Help you become familiar with their new
working environment and the people working around them in the early stages. However, in case
the staff has never had a working experience, it will take a long time to adapt.
- In working process, whenever there is a change in technology, business practices, labor
productivity decreases and revenue decreases, .... will implement on-the-job training plan. On
the job training is an internal training program designed to help employees gain hands-on
knowledge at the workplace. This process helps our employees stick with the business and have
a happier mood. Help unilever build a good staff and always be ready to learn. This is also our
company's strong point to attract more talents and the training can push their competencies
beyond a single specialty. But it takes a lot of time, money and manpower to develop the
training program and can reduce the effectiveness of all other operations of the company.
- Formal training is also often applied to improve employee performance. It helps keep the team
members on equal level and specify exactly what they need for their work. However, attending
this training course can delay company activities while employees are attending training.
Unilever future leaders programme is an example.

Training evaluation is an important step in the process of human resource management in general and
the training program in particular. It is important to determine what employees will be trained to help
them become better. Reality shows: Training and development is a crucial condition for Unilever to go
up in competition or not

3.2 Job and work place design

The accomplishments and benefits employees receive for their performance in an organization are
called rewards. Reward management is the development and implement strategies and policies equity
that align with the values of the organization that reward employees for consistency, fairness, and
compliance with the values of the organization. Rewards can be awards, promotions or salary increases.
This is mandatory not only for Unilever but also for every business as it plays a key role in the success or
failure of HRM. Rewards are divided into 2 basic types and it was clearly shown in “Maslow's hierarchy
of needs” was given by psychologist Abraham Maslow in 1943 in the article A Theory of Human
Motivation.
- Extrinsics rewards are the rewards that satisfy the basic needs of physiological and safety are
also the first 2 floors of Maslow Tower such as food or security.
 - Intrinsics rewards are psychological rewards that directly affect employee motivation, which are
shown in the top 3 floors of maslow tower. These are Love and social needs, Esteem needs in
which trainees have an opportunityand Self actualisation.

Unilever soon realized the importance of the reward management and spent a year creating the Total
Rewards System (TRS), which went live in 2011 because management thought it benefits both
employees and employers. For employees when they work for U, it meets the needs in the maslow
tower mentioned above and it is also a motivation to promote employee productivity and qualifications
even the position. The benefits that we gain:

- Support the organization's strategy

- Attract and retain talents
- Motivating employees help increase the profits for U
- The finance is always sustainable
- Easy to do
- Improving morale, efficiency and cooperation among workers and fairness will help employees
feel secure to work

Work design is one of the most important steps in HRM because it is used to evaluate organizational
activities to ensure they are appropriate for employees. Here are 3 ways that our Uilever has been
using:

- Job rotation: this is the movement of employees from one task to another to reduce boredom
and increase employee diversity and learning opportunities but it has risks. For example, when
Unilever employees learn skills for a new task, it can cause confusion, unprofessionalism when
interacting with customers and this directly affects our organization.

- Job enlargement: This is combining small tasks into one big task to increase the scope of tasks
and responsibilities of the individual. The strength is reducing the monotony of the work to
make employees feel interesting and bring better productivity. The next strength is increased
work flexibility and skills required skills training.
 The downside of this approach is often to disappoint employees because of the increased
workload and pressure but the salary does not increase but at Unilever, your salary will be
increased based on the workload you are assigned, not much but enough to balance your life.
- Job enrichment: Is a management approach that involves redesigning jobs so that they become
more difficult for employees and have less repetitive work. If done well, it can make employees
feel satisfied and challenged thereby increasing the benefits of the organization. On the other
hand, if it doesn't work well, it can make employees feel bad about their work

3.3 The flexible organisation

In HRM, Flexibility is organizations adapt to size, composition, responsiveness and people. Here are 5
key benefits that workplace flexibility creates for an organization:

- Increase productivity: Flexibility in the workplace gives employees a better sense of control and
wellbeing, which attracts the participation of many employees.
- Less Employee Turnover
- Improved morale
- A Healthier Workforce
- Employee Loyalty
There are many types of flexibility organisational but in Unilever, we use three main types:
 - Numerical Flexibility: Be used whenever there is a fluctuation in demand for the number
of employees. In some cases, our company will hire external employees to work, maybe
part times, consultants whenever we need it, not recruiting as full-time members. This
will reduce Unilever's costs as well as the risk of human overcapacity
- Functional flexibility: Flexible functionality is a concept in companies where employees
can work in different functions. If a person in U can do many kinds of jobs, it helps
employees to be creative, flexible for the company's changes and also helps the
organization to save more costs.
- Structural organisation: A hierarchy of employees based on functionality to streamline
activities and processes within an organization. Especially used in large organizations like
Unilever to increase efficiency in each function.

Flexible models we can mention are: The John Atkinson's Flexible-Firm Model (1984) is
organized based on three versatilities: functional, financial and numerical to optimize the
allocation of human resources in accordance with market instability and the flexibility of the
labor force.

3.4 Performance and reward

Performance manage process is a systematic process for managing and monitoring employee
performance. The process consists of stages 1 continuously as follows: Prerequisites,
Performance Planning, Performance Execution, Performance Assessment, Performance Review,
Performance Renewal and Reconstructing. Practicing performance management can have a
positive effect on job satisfaction and employee loyalty

Organisation’s Improve organizational performance, retain employees and loyalty, improve Formatted Table
benefit productivity, overcome barriers to communication, clear accountability, and
cost advantages.
Employer’s Save time and reduce conflicts, ensuring efficiency and consistency in
benefit performance.
Employee’s Clarify employee expectations, self-assessment opportunities clarify job
benefit responsibilities and contribute to improved performance, clearly identify
career paths and promote job satisfaction.

In addition, monitoring employee performance is the first step in the employee performance
evaluation process.

- Overall assessment. A manager who writes in writing narrates his or her remarks about
the appraiser.
- Guided assessment. Reviewers are asked to comment on some specific characteristics
and performance factors, with instructions on how terms such as application, integrity
and adaptability are interpreted in the context of the word. this is a more accurate
method, but still vague
 - Grading. Scoring adds a comparative reference framework for general guidelines,
whereby managers are asked to choose one of a number of levels or levels of
determination that an individual displays a certain characteristic. They are also known as
rating scales and have been used extensively in standard validation
- Behavioural incident methods. These focus on employee behavior, which is measured
based on the typical behavior in each job, as determined by common critical incidents of
successful and unsuccessful work behaviors. Reported by managers.

In Unilever, we take turns using signed methods to achieve the best possible result. In here, we
use a way to send salaries to employees through a bank account.

Reward system rovided by the employer... also consist of the integrated policies, processes,
practices and administrative procedure for implemeneting the sustem within the framwork off
HRM stategy and total organisational system (Bratton and Gold, 2007). To do this, Unilever has
launched the Total Reward System (TRS), which was released in 2011 and has always been
improved accordingly.
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