NAMA : WINNIECIA

CLASS : HM X-15

NIM : 1853010036

MODULE & NAME : BHM404 HUMAN RESOUCE MANANGEMENT

TABLE OF CONTENT

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 CHAPTER I
INTRODUCTION

A. Nestle Vision and Mission

As the largest food production company in the world, we focus on improving nutrition,
and wellness of our consumers. Our employees are dedicated motivated to produce
quality products and build brands that meet the needs of consumers. As part of a
global company, Nestlé continually conducts research and development to
continuously improve the various products produced. This is done in line with the
development of the concept and dimensions of food, which is now no longer just to
get pleasure ( enjoyment ), but has evolved towards health ( wellness ) and leads to a
prosperous and quality life ( well being ).
This is in line with Nestlé Indonesia's mission to help realize a healthier Indonesian
society through its quality, nutritious and delicious products. In addition, we also
focus on continuing to provide information and education for consumers, among
others as stated in the packaging of each of our products. In running its business,
Nestlé strives to always carry out its responsibilities to the community and create
benefits.
As a leading company in the fields of nutrition, health and wellness, we at Nestlé
believe that to achieve company success in the long term and create benefits for its
shareholders, the company must create benefits for the community - we call it
Creating Shared Value. We not only produce high-quality and nutritious products for
consumers, but also help thousands of farmers to improve the quality and productivity
of their agricultural products, create new jobs, use domestic raw materials to be
processed into high value-added and high-quality products - thus creating shared
benefits along the company's value chain.
In operation, we always ensure strict business conduct standards and support
environmental preservation as stated in the Nestlé Corporate Business Principles. This
includes the UN Global Compact Principles on Human Rights, Labor, the
Environment and Corruption. It is on this business strategy basis that we ensure
long-term success for the company.

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What does Nestlé's motto "Good Food, Good Life" mean?

Nestlé's motto "Good Food, Good Life" illustrates Nestlé's commitment to always use
science and technology to produce products that meet basic human needs, namely
food and drink quality, nutritious, safe for consumption and delicious taste.

B. The Importance of development and Training for Nestle

The willingness to learn is therefore an essential condition to be employed by Nestlé.

First and foremost, training is done on-the-job. Guiding and coaching is part of the
responsibility of each manager and is crucial to make each one progress in his/her
position. Formal training programmers are generally purpose-oriented and designed to
improve relevant skills and competencies. Therefore they are proposed in the
framework of individual development programmers and not as a reward. In 2002,
65% of all Nestlé employees worldwide followed an educational programme At
Nestlé we believe that it is important to give people the opportunities for life-long
learning. All our employees are called upon to upgrade their skills in a fast-changing
world. We believe that by offering opportunities to develop, we not only enrich
ourselves as a company, we also make ourselves individually more autonomous,
confident, and, in turn, more employable and open to new positions within the
company. Enhancing this virtuous circle is the ultimate goal of our training efforts at
many different levels through the thousands of training programmers we run each
year. The following pages combine facts, figures and photographs with several
personal histories to give an overview of how Nestlé focuses on people and learning
around the world. In Mexico 83 employees are currently involved in the basic
education programme. This effort was started some 15 years ago and has now
expanded to include Primary and High School courses in several factories. Similar
programmes are in operation in Brazil, Thailand and Côte d’Ivoire. In Turkey, a basic
literacy course that is given in preparation for apprentice training also includes
hygiene, safety orientation and administrative regulations. These programmes are
especially important as we introduce increasingly sophisticated production techniques
into each country where we operate. As the level of technology in Nestlé factories has
steadily risen, the need for training has increased at all levels. Much of this is
on-the-job training to develop the specific skills to operate more advanced equipment.
But it’s not only new technical abilities that are required. It’s sometimes new working
practices. For example, more flexibility and more independence among work teams
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are sometimes needed if equipment is to operate at maximum efficiency.One of these

factories is the Babelegi non-dairy creamer plant that Nestlé acquired in 1999. Its
previous owners had made no significant investment in training, essentially
maintaining a low skill-basis, limiting employment mobility since the factory is the
only significant employer in the community. At that time, over 65% of the workforce
was illiterate. Nestlé now spends approximately 6% of total payroll expenses on
training at Babelegi and in just two years the illiteracy rate has decreased by 15%.
 CHAPTER II
BODY

A. Employment and Working Conditions

We are committed to providing our employees all over the world with good working
conditions, a safe and healthy work environment, and flexible employment
possibilities that support a better balance of private and professional life consistent
with our ambition as a leading Nutrition, Health and Wellness Company. As such, we
provide flexible working conditions whenever possible and encourage our employees
to have outside interests especially community involvement. Those with line
management responsibilities are required to take personal ownership of safety and
health within their area of responsibility and are encouraged to develop their
capability in this area. Nestlé’s commitment however goes beyond its own employees.
We care about all people working inside or outside our premises under contractual
obligations with service providers and we insist that they also take steps so that
adequate working conditions are made available to them. We believe that it is
essential to build a relationship based on trust and respect of employees at all levels.
We do not tolerate any form of harassment or discrimination. Therefore, managers are
committed to build and sustain, with their teams, an environment of mutual trust. HR
ensures that a respectful dialogue is present and the voice of the employees is heard.
1.1 Training and Learning
Learning is part of the Company culture. Employees at all levels are systematically
encouraged to consider how they upgrade their knowledge and skills. The Company
determines training and development priorities. The responsibility for turning these
into actions is shared between employees, line managers and the Human Resources.
Experience and on-the-job training are the primary source of learning. Managers are
responsible for guiding and coaching employees to succeed in their current positions.
Nestlé employees understand the importance of continuous improvement, as well as
sharing knowledge and ideas freely with others. Practices such as lateral professional
development, extension of responsibilities, and cross functional teams are encouraged
to acquire additional skills, enrich job content and widen accountability. Nestlé also
offers a comprehensive range of training activities and methodologies to support

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everyone’s learning and growth. Attending a programme should never be considered
as a reward but as a component of on-going development. Additionally, corporate

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leadership programmes help us develop and retain the best-qualified management.

Leaders have the opportunity to attend either international training courses at
Rive-Reine, which build integrated business understanding and solidify and reinforce
Nestlé values and principles, or programmes conducted by our strategic learning
partners.
1.2 Talent, Development and Performance Management
At Nestlé, a high performance culture supported by differentiated rewards and
development is key to the delivery of individual and business objectives. This is
driven by the alignment of clear and challenging responsibilities and ensuring that
employees are aware of how their work impacts Nestlé. The line manager and
employee work together to ensure that challenging objectives are set and effectively
evaluated throughout the year. This further enables managers to acknowledge high
performance and reward employees accordingly, while ensuring low performance is
properly managed with integrity. Employees receive regular feedback on their
performance and career aspirations through a variety of tools and processes such as
the Performance Evaluation process (PE), the Progress and Development Guide (PDG)
and 360° assessments. Each manager dedicates the necessary time to the monitoring
of objectives and regular coaching of employees through the year. Each employee,
supported by the line manager, is in charge of her or his own professional
development, whereby the employee is encouraged to express career objectives and
expectations in an open dialogue. We aim to retain and motivate employees by
offering attractive but realistic career moves allowing them to develop their skills in
the long-term. Given the importance Nestlé puts on cultural diversity, employees who
are interested in international assignments can be given the opportunity to work in
different countries. The international dimension of the Group is used as a competitive
advantage to retain and develop talented people. At Nestlé, promotions are based on
sustained performance from a results and behaviour standpoint, as well as future
potential. The Company undertakes an active and rigorous succession planning
process at all levels of the organisation to ensure that there is a strong pipeline of
successors ready to meet future needs. We are committed to ensuring sustainable
conditions for a gender balanced and diverse company. As such, Nestlé has focused
on removing barriers to career progression for women and men by developing a more
flexible work environment, initiating mentoring schemes, having flexible career paths
and providing dual career support. HR management provides the support for
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implementing the necessary tools, and partners with line managers to prepare the
resources necessary for the continued development of people and the Company.
1.3 Employee Relations
Since its founding, Nestlé has built a culture based on values of trust, mutual respect
and dialogue. Nestlé management and employees all over the world work daily to
create and maintain positive individual and collective relationships, and are expected
to do so as a core part of their job. Nestlé not only upholds the freedom of association
of its employees and the effective recognition of the right to collective bargaining, but
also ensures that direct and frequent communication is established in the workplace.
While dialogue with trade unions is essential, it does not replace the close relationship
that our management maintains with all employees. In the spirit of continuous
improvement, we encourage two-way dialogue with our employees that goes beyond
the traditional aspects of collective bargaining in order to share knowledge and to
jointly find opportunities related to important matters such as Creating Shared Value,
the health and safety in the workplace and our concern for the environment. The
Company and employee representatives are expected to make all necessary efforts to
develop fair and constructive dialogues, overcome the difficulties that they might
encounter, reach sustainable agreements and implement them.
1.4 A Flexible and Dynamic Organisation
The Human Resources management described in this document requires and supports
an organisation “on the move”. Nestlé is committed to continue the journey to
establishing flat and flexible structures with minimal levels of management and broad
spans of control, which enable people development, increase efficiency, and ease
implementation of our “Nestlé Management and Leadership Principles”. Less
hierarchical layers call for increased cooperation between colleagues. This is what
will make the organisation more flexible and more accountable. Indeed, it supports
today’s and tomorrow’s business requirements for an agile and innovative company
working with ever competitive intensity. These simple beliefs have inspired us to
create an environment that puts the emphasis not just on individual responsibility and
autonomy, but also on a strong willingness to support others, to work in multi-skilled
teams, and to cooperate rather than to compete internally. A dynamic organisation
creates a climate of innovation and allows people to think from different perspectives.
At Nestlé we encourage our people to take risks. Mistakes may be made but there is
always a willingness to correct and learn from them. We combine the scope and brand
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strength of a global company with the creativity and knowledge of a local business.
As a result, people can have far-reaching influence every day and explore their full
long-term potential, propelled by continual support and a collaborative approach by
line managers and employees.
B. Training and Development
our business model is to establish strong national and regional companies. We begin
by offering free educational assistance and loans to dairy farmers, then building
factories, educating managers, technical staff, and factory personnel, and then
maintaining long-term relationships with them. This model, which started first in the
developing world in Brazil in the 1920s, has now been extended to scores of countries,
including Mexico, Philippines, India, Pakistan, and the People’s Republic of China.
The average number of years of service at retirement is 27 years (in the top 20
countries that employ 80% of our people), and we believe that one of the basic
reasons that our employee turnover is so low (less than 5% per year) is that we help
people grow in their personal capabilities on an ongoing basis. A survey carried out in
2002 covering over 180 000 Nestlé employees around the world showed that 65%
received some form of training during that year. This amounted to over 354 000 days
of formal training. 27% of the training was at factory production level; 61% of the
training was given by internal trainers, the rest by external providers. As described in
the following pages, we also try to play an educational role in many communities, to
strengthen the communities where we operate, and to strengthen our ties with them.
We do this because we believe it pays off in the long run in our business results, and
that sustainable long-term relationships with highly competent people and with the
communities where we operate enhance our ability to make consistent profits.
C. International Training
Nestlé’s success in growing local companies in each country has been highly
influenced by the functioning of its International Training Centre, located near our
company’s corporate headquarters in Switzerland. For over 30 years, the Rive-Reine
International Training Centre has brought together managers from around the world to
learn from senior Nestlé managers and from each other. This has also created a
functioning network of managers around the world based on shared experiences and a
common corporate culture that is strong among people from over 100 countries.
Country managers decide who attends which course, although there is central
screening for qualifications, and classes are carefully composed to include people
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with a range of geographic and functional backgrounds. Typically a class contains

15–20 nationalities, 95% from outside of Switzerland. The Centre delivers some 70
courses, attended by about 1700 managers each year from over 80 countries. All
course leaders are Nestlé managers with many years of experience in a range of
countries. Only 25% of the teaching is done by outside professionals, as the primary
faculty is the Nestlé senior management. The programmes can be broadly divided into
two groups: — Management courses: these account for about 66% of all courses at
Rive-Reine. The participants have typically been with the company for four to five
years. The intention is to develop a real appreciation of Nestlé values and business
approaches. These courses focus on internal activities. — Executive courses: these
classes often contain people who have attended a management course five to ten years
earlier. The focus is on developing the ability to represent Nestlé externally and to
work with outsiders. It emphasises industry analysis, often asking: “What would you
do if you were a competitor?” Each year the Centre organises and delivers a number
of management courses in local markets. This not only reduces costs but also
contributes to network building at the regional level. Theory and practice In broad
terms, the teaching at Rive-Reine comprises one third theory, one third Nestlé best
practices, and one third external best practices. To support this mix, it draws on a
number of internationally recognised business schools, including IMD, the
International Institute for Management Development in nearby Lausanne. But
Rive-Reine is essentially about absorbing corporate values and understanding
corporate priorities. And that’s why one of the striking characteristics of its
programme is the amount of time the company’s top managers, including the CEO,
spend there addressing classes and talking to participants.
Adult learning methods is :
• Come with experiences
• Are self conscious
• Are goal oriented
• Have different reaction times
• Are collaborative
D. Create Long Term Value
Our long-term value creation model is based on the balanced pursuit of resource
efficient top- and bottom-line growth. We create value by:
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 Increasing growth through innovation, differentiation and by being relevant

to our consumers. We have committed to reach mid single-digit organic
growth by 2020.
 Improving operational efficiency with the goal to increase our underlying
trading operating profit margin to between 17.5% and 18.5% (from 16.0% in
2016), and
 Allocating our resources and capital with discipline and clear priorities,
including through acquisitions and divestitures.
 CHAPTER III
SUMMARY
A. Competitive Advantages
A competitive advantage is an advantage over competitors gained by offering
consumers greater value, either by means of lower prices or by providing greater
benefits and service that justifies higher prices.

How has Nestle gained competitive advantage by being recognised as a top training
company in the world?
Learning and training is a part of Nestle’s culture. This firmly stated in the Nestle
Human Resources policy, a totally new policy that encompasses the guidelines that
constitute a sound basis for efficient and effective human resource management.
People development is the driving force of the policy, which includes clear principles
on non discrimination, the right of collective bargaining as well as the strict
prohibition of any form of harassment. The policy deals with recruitment,
remuneration and training and development and emphasis individual responsibility,
strong leadership and a commitment to life-long learning as required characteristics
for Nestle manager.
The willingness to learn is therefore an essential condition to be employed by nestle.
First for foremost training is done on-the-job. Guiding and coaching is part of the
responsibility of each manager and is crucial to make each one progress in his/her
position. Formal training progammes are generally purpose-oriented and designed to
improve relevant skills and competencies. Therefore they are purposed in the
framework of individual development and not as a reward.
Nestle believes that it is important to give people the opportunities for life-being
learning. All employees are called upon to upgrade their skill in a first-changing
world by offering opportunities to develop, they are only enrich themselves as a
company, but also make themselves individually autonomous, confident and in turn,
more employable and open to new position within the company. In the other hand,
employees that have trained will give the feedback to company. By higher skill and
performance, employee are working together to create an innovative product and
beneficial for consumers, so they will always stay loyalty buying Nestle’s product.

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That’s how Nestle gained their competitive advantages by focus in training and
developing employees.

B. Training and development method logical

Why Nestle evolve different training and development method logical and focus
throughout its history?
Nestle believe by evolve different training and development program will give good
result for their company especially for the employees. Beside investment in human
resources, Nestle also will gain public sympathetic and support, moreover, the
company’s motto is “Good Food, Good Life” so that Nestle will always operate at
each different country in the world. This training and development should be done in
continuous process so Nestle will know how does the training effect the company and
employees. It is giving good result or not? Are the employees performance better or
even worst? By knowing the result, we can analyse what point have employees
performances and skills. And by developing employee, Nestle make sure that
employee ready for the business-line position. This could be in finance and control,
marketing and sales, supply chain or engineering and technical- almost any country in
the world. Better employee, better idea will create better product and it makes the
company keep running and of course will give more profit in day by day, month by
month and year after year. That’s a good feedback to company.
C. Benefit og Having International Training
What are the benefits of having international training for Nestle?
Accordance with the above theory, we are known international training has various
benefits for the company and the employees of the company itself. There are the
benefits of having International Training For company growth and for the employees :
1. Companies are able to compete with competitors and follow the new era of modern
economic and business strategy..
2. Companies are able to face the challenge in the future and in the era.
3. Companies can improve product quality.
4. Companies can maintain and enhance the company’s good image.
5. More flexible by new technology usage (such as machine, computer program,
media,etc.).
6. More position will bring better career path for employees.
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D. Training and Development Improvement That Nestle should Considered

What are further training and development improvement that Nestle should
considered?
1. On the job training
On the job training tell the job description of a worker and see how understanding the
employees about their job
2. Group discussion & tutorial
Based on group decisions, the employees can see the decisions taken more objectively
and can know the mindset of coworkers.
3. Outdoor training
Outdoor training enhance creatively for employees themselves and build teamwork
4. Case studies
Through case studies that have taken place or case studies that have taken place in
other companies, the employees can learn what should be done and the right decision
making
5. Provide flexible learning options
Telling employees they need to engage in more learning and development activities
with their already heavy workload often leaves them feeling overwhelmed and
consumed by the question, “When and how will I find the time?” Companies must
respond by adopting on-demand and mobile solutions that make learning opportunities
more readily accessible for your people.
6. Serve the learning needs of more virtual teams
While most organizations have more people working remotely and virtually, it does
require more thought and creativity in how to train this segment of your workforce.
This includes formal types of learning through courses, but also the informal mentoring
and coaching channels. Just because employees are out of sight doesn’t mean they get
to be out-of-mind when it comes to learning and development.

7. Build Trust in Organizational Leadership

People crave transparency, openness, and honesty from their leaders. Unfortunately,
business leaders continue to face issues of trust. According to a survey by the American
Psychological Association, one in four workers say they don’t trust their employer, and
only about half believe their employer is open and upfront with them. If leaders
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disengage or refuse to share their own ongoing learning journeys, how can they expect their
people to enthusiastically pursue theirs? It’s the old adage of “lead by example.” If managers
want employees to engage in learning and development, then they need to show that they are
actively pursuing their own personal learning journeys as well.
8. Teach employees to own their career development.
Highly-structured, one-size-fits-all learning programs don’t work anymore. Individuals must
own, self-direct, and control their learning futures. Yet they can’t do it alone, nor do you want
them to. The development and growth of your talent is vital to your ongoing success, ability to
innovate, and overall productivity. It’s a delicate balance, one Don Jones, former Vice
President, Learning at Natixis Global Asset Management summarized like this: “We need to
have ‘customized’ solutions for individuals, while simultaneously providing scale and cost
efficiencies across the organization,” he said.
9. Ignite managers’ passion to coach their employees
Historically, managers passed on knowledge, skills, and insights through coaching and
mentoring. But in our more global, complex, and competitive world, the role of the manager
has eroded. Managers are now overburdened with responsibilities. They can barely handle
what they’re directly measured on, let alone offer coaching and mentoring. Organizations need
to support and incentivize managers to perform this work.
 CHAPTER IV
CONCLUSION
- The company povides internal, external or even international training aimed at
increasing the knowledge of its employees and the benefits fo the Nestle’s itself have
been accordance with the above theory

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 BIBLIOGRAPGY
https://www.nestle.com/aboutus/strategy
https://www.nestle.com/sites/default/files/asset-library/documents/jobs/the_nestle_hr_
policy_pdf_2012.pdf
https://www.nestle.com/sites/default/files/asset-library/documents/library/documents/
people/people-development-review-en.pdf
https://hbr.org/2015/07/7-ways-to-improve-employee-development-programs
https://id.wikipedia.org/wiki/Nestl%C3%A9
https://www.tutor2u.net/business/reference/competitive-advantage
https://www.inspireeducation.net.au/blog/the-importance-of-employee-training-at-nes
tle/