Hire The Best and Onboarding: 1) Key Position Identification 2) Targeting Hiring 3) Onboarding Strategies
Hire The Best and Onboarding: 1) Key Position Identification 2) Targeting Hiring 3) Onboarding Strategies
Hire The Best and Onboarding: 1) Key Position Identification 2) Targeting Hiring 3) Onboarding Strategies
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.
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
FINANCIAL MANAGER:
Compensable skills
COMLETENCIES:
LEADERSHIP FUNCTIONAL
Governance, risk & control Corporate reporting
Strategy & innovation Audit & assurance
JOB DESCRIPTION:
Qualifications:
Association of Chartered Certified Accountants (ACCA)
Compensable skills:
Strategic Prospecting Skills
Buyer-Seller Agreement
Active Listening
Communication
Objection Prevention
Objection Handling
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:
COMPETENCIES:
LEADERSHIP FUNCTIONAL
Qualification:
Experience:
JOB DESCRIPTION:
Qualification:
MBA & PHD
Experience:
Applicant must have minimum 5-6 years of relevant job experience.
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
.