HIRE THE BEST AND ONBOARDING

1) Key position identification

2) Targeting hiring
3) Onboarding strategies
Unilever
Organizational diagnosis:
Unilever nature: FMCG Company (fast moving consumer goods)
Strategic Business Unit (SBUs): food and drink, personal care and health care under the
corporation Unilever has three strategic business units, (SBC) and they are food and drink,
personal care, and home care (Unilever.com). Unilever operates all the units in Pakistan, but with
two distinct companies – Unilever Pakistan and Unilever Pakistan Foods. The former
manufactures personal care and home care, and the later manufactures food and drink products
(Unilever.com).The Unilever Pakistan Foods is in charge of producing products like Energile,
Knorr, and Rafhan (Smith & Crawford, 2008). It is evident that the business unit is the largest fast
moving consumer goods company within the perimeters of Pakistan.
JOB EVALUATION:
Job families: marketing, Human Resource, finance, supply chain, sales
Job groups: chairman, CEO, CFO, Director for each SBUs, manager and so on

Organogram of Unilever
5) Key Positions at Unilever:
Key positions are those that have the tendency to directly affect company’s overall value chain.
Considering the fact that Unilever is an FMCG, following five positions have been identified as
key positions that are to be filled up by new hires.
1. Financial manager
It is quite obvious that the financial affairs of company need to be in the safest hands. Company
like Unilever that is an FMCG firm, it is required to make investments in vast range of product
categories. With outgoing investments in so many areas and revenues incoming from the same,
the expenses have to be kept in control too to avoid running out of profit and bankrupt that will
lead to company’s closure.
2. Sales Executive
Profits are the desired and ultimate outcome that is needed by any business firm. However, these
profits are only possible when company is having proper sales. In fact, in late 1990’s Unilever
underwent shortage of sales and it badly affected company’s overall profits. To cope up with that
problem and to avoid lagging behind its competitors like P&G and Nestle, Unilever had to
implement overall company-wide change program.
3. Research and Development Manager
Now a days trends, preferences and customers buying style is changing so it is very crucial job of
research and development manager to cope up with change to gain competitive advantage through
its research. All this can be done by the R&D team under the leadership of R&D Manager and
hence, this is yet another key position.
4. Supply chain manager
With hundreds of brands and thousands of products, it is not logically possible for Unilever to
directly reach the customers and sell their product. Rather, they’d require a complete supply chain
to make a product available to the end-consumer. This whole chain consists of many players, such
as suppliers and distributers, whom company needs to maintain healthy relationship with.
5. Marketing Manager
It is a known fact that the competition in FMCG world is quite high. Even through the
advertisement, companies are targeting their competitors directly as well as indirectly. With this
intense rivalry, each company tries to come up with a new and unique marketing strategy that
could help it gain a competitive edge over its competitors.
 VALUES OF UNILEVER:
Always working with integrity:

Conducting our operations with integrity and with respect for the many people, organizations and
environments our business touches has always been at the heart of our corporate responsibility.

Positive impact:
We aim to make a positive impact in many ways: through our brands, our commercial operations
and relationships, through voluntary contributions, and through the various other ways in which
we engage with society.

Continuous commitment:
We are also committed to continuously improving the way we manage our environmental impacts
and are working towards our longer-term goal of developing a sustainable business.

Setting out our aspirations:

Our Corporate Purpose sets out our aspirations in running our business. It is underpinned by our
Code of Business Principles, which describes the operational standards that everyone at Unilever
follows, wherever they are in the world. The Code also supports our approach to governance and
corporate responsibility.

Working with others:

We want to work with suppliers who have values similar to our own and work to the same
standards we do. Our Supplier Code, aligned to our own Code of Business Principles, comprises
eleven principles covering business integrity and responsibilities relating to employees, consumers
and the environment

Unilever’s Organizational Culture & Its Characteristics

Unilever has an organizational culture of performance, which emphasizes the significance of
employee output. This corporate culture also points to the importance of criteria or measures used
to determine required output and adequacy of output. Unilever’s organizational culture of
performance has the following characteristics:

1. Focus on performance – individual performance and organizational performance

2. Focus on quality – quality of output in all areas
3. Efficiency – efficient work through technology and other tools

Unilever’s organizational culture is focused on performance and quality. This corporate culture is
observable in the long history of the company. The business has grown from a small firm to a
global powerhouse. Such success is significantly based on the ability of Unilever’s organizational
culture to instill high performance and quality in employees’ work ethic to maximize business
output. For example, because of high quality, the company’s consumer goods remain competitive
in the global market despite tough competition. This emphasis on quality is also a reflection of the
emphasis on product effectiveness in the firm’s mission statement (Read: Unilever’s Vision
 Statement and Mission Statement). Unilever has also mastered efficiency through technology and
innovation in its internal business processes, including human resource development.
UNILIVER COMPETENCY MODEL:
 Growth mindset
 Consumer and customer focus
 Bias for action
 Building talent and teams
 Accountability and responsibility

TM STRATEGY (HIRE THE BEST STRATEGY):

FINANCIAL MANAGER:

Compensable skills

 commercial and business awareness

 excellent communication and presentation skills
 an analytical approach to work
 high numeracy and sound technical skills
 problem-solving skills and initiative
 negotiation skills and the ability to influence others
 strong attention to detail and an investigative nature
 the ability to balance the demands of work with study commitments
 good time management skills and the ability to prioritize

COMLETENCIES:
LEADERSHIP FUNCTIONAL
Governance, risk & control Corporate reporting
Strategy & innovation Audit & assurance

JOB DESCRIPTION:
Qualifications:
Association of Chartered Certified Accountants (ACCA)

Institute of Financial Accountants (IFA)

Experience: minimum 3 years of experience

SUPPLY CHAIN MANAGER:

Compensable skills:
 Strategic Prospecting Skills
 Buyer-Seller Agreement
 Active Listening
 Communication

 Objection Prevention

 Objection Handling

 Excellent interpersonal skills

 Gaining Commitment

 Patience

 Confidence

 Time Management

COMPETENCIES:
LEADERSHIP FUNCTIONAL
Hiring ability Information Management
Target fixation Persuasive communication
Command instinct Research & planning
Sales intuition Problem solving
Strategic leadership

JOB DESCRIPTION:
Qualification:
BBA, MBA & PHD.
Experience:
Applicant must have 4 years of relevant job experience.
SUPLLY CHAIN MANAGER:
Compensable skills:

 Understanding of the legal issues involved in managing contracts

Ability to understand financial statements

 Troubleshooting, problem solving

 Ability to logically organize thoughts

 Understanding of customer’s expectations

 Ability to pass on knowledge and mentoring

 Ability as a natural facilitator to enable team-based decisions

COMPETENCIES:

LEADERSHIP FUNCTIONAL

Creating and communicating Transformational capabilities

a vision

Promoting and bringing about Time Management

change

Capturing and acting on

insightful information

Serving the best interests of

the organization without being
self-serving
 JOB DESCRIPTION:

Qualification:

Postgraduate degree in transport planning, supply chain management and logistics.

Experience:

Must have 2 years of relevant job experience.

RESEARCH & DEVELOPMENT MANAGER:

Compensable skills:
 The ability to solve problems
 leadership and motivational skills
 project management skills
 communications skills
 IT skills
COMPETENCIES:
LEADERSHIP FUNCTIONAL
Results management Staff Management
Strategic thinking Strategic service excellence
Management
Team leadership Innovation Management

JOB DESCRIPTION:
Qualification:
MBA & PHD
Experience:
Applicant must have minimum 5-6 years of relevant job experience.

FOR MARKETING MANAGER:

Compensable skills
 Communication skills and networking ability
 Adaptability
  Strong attention to detail
 Good organization and planning skills
 Creativity and writing skills
 Commercial awareness

COMPETENCIES:
LEADERSHIP FUNCTIONAL
Effective delegation Analyzing & information
gathering
Big picture vision Marketing Acumen
Self -awareness Contextual knowledge

JOB DESCRIPTION:
Qualification:
BBA & MBA
Experience:
Applicant must have 3 years of relevant job experience.
Recruitment tests:
Situational tests:
Situational tests are a type of psychological test that present the test-taker with realistic,
hypothetical scenarios and ask the individual to identify the most appropriate response or to rank
the responses in the order they feel is most effective.
Myers Briggs assessment:
It describes employee’s tendencies as extroversion verses introversion, thinking verses feeling.
Behavioral tests:
It describes candidates emotional stability how one react into particular situation.
Self – assessment test:
Self-assessment is the process of looking at oneself in order to assess aspects that are important to
one's identity. It is one of the motives that drive self-evaluation, along with self-
verification and self-enhancement.
Occupational interest inventories:
Provide an in-depth analysis of candidate's and employees professional aptitudes and motivations
.

ONBOARDING STRATEGIES FOR NEW HIRES:

Information related to new hires:
Name Start date
Position Supervisor
Office location Phone

ONBOARDING CHECKLIST FOR FINANCIAL MANAGER:

THE FIRST WEEK:
DAY ACTION RESPOSIBILITIES
01 Meet with your boss
01 Introduce new hire with Hiring manager
team/group
01 Define company culture & Line manager
values to new hire
02 Discuss working HR
relationships(Styles,
preferences, quirks)
02 Discuss key responsibilities HR
&objectives
03 Get the employee working in HR
the field & assign a
subordinate as a guide for
employee
03 Review of financial Line Manager
statements of a company
04 Discussion on how to manage Line Manager
financial affairs
05 Training for analysis of HR Analyst
financial statements
06 Highlight top profit gaining Line Manager
products of a company.

ONBOARDING STRATEGIES FOR SALES EXECUTIVE:

THE FIRST WEEK:
DAY ACTION RESPONSIBILITIES
01 Meet with your boss
01 Discuss key responsibilities & Hiring Manager
objectives
01 Review organizational Hiring Manager
policies & procedures
02 Discuss how to manage sales Line Manager
02 Discuss strengthens & Hiring Manager
opportunities of a company
03 Review how company Line Manager
generated sales
04 Training for Stress HR Analyst
Management
05 Training for negotiation skills HR Analyst
06 Enroll employee in pension HR
plan, & other benefits

ONBOARDING STRATEGIES FOR RESEARCH & DEVELOPMENT MANAGER:

THE FIRST WEEK:
DAY ACTION RESPONSIBILITIES
01 Meet with your boss
01 Discuss key responsibilities & Hiring Manager
objectives
02 Introduce new hire with Hiring Manager
team/group
02 Discuss consumer Line Manager
preferences
03 Discuss how Unilever get Hiring Manager
competitive edge through
R&D
03 Review to consumer needs, HR
wants & desires
04 Setup meetings with key Hiring Manager
people (Field teams, research
associates & field officers
05 Make team building Line Manager
characteristics
06 Training for continuous HR Analyst
learning

ONBOARDING STRATEGIES FOR SUPPLY CHAIN MANAGER:

THE FIRST WEEK:
DAY ACTION RESPONSIBILITIES
01 Meet with your boss
01 Define company culture & Line Manager
values to new hire
01 Discuss working relationships HR
(Preferences, styles, quirks)
02 Discuss organizational HR
policies & procedures
02 Interact with peers to Line Manager
understand organizational
culture
03 Discuss strong relationships Line Manager
with suppliers & distribution
04 Training for negotiation skills HR Analyst
05 Training for communication HR Analyst
skills
06 Training for problem solving HR Analyst

ONBOARDING STRATEGIES FOR MARKETING MANAGER:

THE FIRST WEEK:
DAY ACTION RESPONSIBILITIES
01 Meet with your boss
01 Discuss working relationships HR
(preferences, styles, quirks)
01 Introduce new hire with Hiring Manager
team/group
02 Discussion on company's Hiring Manager
policies & procedures
03 Set objectives & goals for new New hire
hires
04 Discussion on 4P's of Line Manager
marketing
04 Discuss consumer buying Line manager
patterns
05 Training for market research HR Analyst
06 Training for change HR Analyst
Management