Deputy

Manager
Operations
Hiring Process
Most of Nestle’s technical openings fall under two sections, factory level operations and supply chain
operations. Nestle fills these vacancies mostly through online portals and on-campus recruitment drives.

Assessment and
Application Screening Testing
E-application on LinkedIn, Application is evaluated E-application
• Telephonic Interview
Career section of their to check if the profile • Interview round 1: Technical and
website and iimjobs.com fulfils the basic criteria HR
• Interview round 2: Behavioural and
Internal referrals Situational
Campus placement drive On campus drive
CV or application review
Group discussion
Interview
Hiring Process
Reference and Country of employment
Background Checking Qualifications

Job Offer (after 9 weeks)

Job Offer (after 9 weeks)

Business overview - structure and principles

Induction Global roadmap
Function and role objectives
Training & Development

Training Methodologies:
• On-the-job training
• Off-the-job training
• Cross-Cultural training
• Behavioral training
Training & Development

Job rotation
1. On the job
Coaching
training Job instructions
Internship training
Case study methods
2. Off the job
Lectures
training Simulation
Management conferences
Cultural orientation
3. Cross-cultural
Language training
training Cultural assimilators
Field experience
Leadership development
4. Behavioural
training Soft skills training
 Training and Development Outline
Supply chain
management
Inventory management
Planning and control
Capacity management
Supply and demand economics
Resource management
Vendor Relationship Management
Operations
Process Design and evaluation
Layout influence on planning
Evaluating process technology
Time management
Case study
Cost & Value analysis
Systems/Processes
Six sigma, Kaizens
Lean management
ERP Training
Customer service/Quality
assurance
Vendor Creation/Profile
evaluation
Database management
 PERFORMANCE CRITERIA
METRIC
Cost cutting Reduction in Inventory at hand,
Second Sourcing of important raw
materials
Quality Control Reducing defects in supply and
Performance upgrading suppliers by improving SPS

Measurement New Project Completion of a set no. of projects in

System completion the year
Production/Process Time study of production process and
Improvement process improvement, at least 10
kaizens implementation
Purchasing Timely procurement of raw materials
to avoid any production delays
 Compensation
Plan
Sr. No. CTC Component Per Month Per Annum

A1 Basic Salary 40000.00 480000.00

A2 Special Allowance 30400.81 364809.67
A3 Education Allowance 6000.00 72000.00
A4 Conveyance Allowance 4000.00 48000.00
Notes:
A5 Superannuation 6001.30 72015.54
• Superannuation, LTA to be paid yearly
• Medical to be paid quarterly A6 HRA (50% of Basic) 20001.44 240017.27
• Target variable pay to be paid on the basis of Total (A) 106403.54 1276842.48
ratings achieved in the PMS evaluation
B1 Medical 3597.90 43174.79
• Gratuity to be paid at the completion of 5 years
B2 LTA 3333.09 39997.12
B3 Target Variable Pay 14285.10 171421.17
Total (B) 21216.09 254593.08
C1 PF 4801.04 57612.43
C2 Gratuity 1922.72 23072.61
Total (C) 6723.75 80685.04
Total (A + B + C) 134343.38 1612120.60
Recommendations
 There is no clear distinction between the managerial hierarchy at Nestle which needs to be addressed by clearly
demarcating boundaries on the different roles (Assistant manger and deputy manager have the same job functions)
 Most of the managerial roles are filled from within with only the entry level managerial roles being filled from
outside pool of applicants. Nestle needs to bring in more experienced professionals at different levels to maintain
diversity and promote knowledge sharing
 Supply chain manager is involved in both purchasing and New developments. There should be separation in two
distinct roles so that focus can be increased on the job functions
 Ratings are usually done using the bell curve fitment therefore it is not possible to reward every employee who
works perfectly on his KRA. This bell curve method should be dropped on the managerial level and each manager
must be rewarded proportional to their appraisals
 Gratuity is paid at the end of 5 years but cannot be received by employee if he leaves job before that. Such
component should be removed from CTC and an annual reimbursement should be guaranteed