HR METRICS FOR VARIOUS HR PROCESSES

IN

MONDELEZ INTERNATIONAL

VIGNANA JYOTHI INSTITUTE OF MANAGEMENT

 TABLE OF CONTENTS

SNO. TITLE Pg. NO.

1 PMCI analysis for Mondelez International

2 HR processes at Mondelez International and criteria

- Talent acquisition
- Performance management system
- Learning and development
3 Defining scales and weightages

4 HR scorecard template

5 Filled scorecard

6 Process wise evaluation

7 Recommendations

8 Learnings

9 Conclusion
 PMCI ANALYSIS
PRODUCT:
Mondelez International is an American multinational confectionery, food, and Beverage
Company based in Illinois which employs about 107,000 people around the world. It consists of
the global snack and food brands of the former Kraft Foods after the October 2012.
The Mondelez name, adopted in 2012, was suggested by Kraft Foods employees and is a
combination of the words ‘Monde’ and ‘delez’. “Monde” derives from the latin word for
“WORLD” whereas, “delez” is a fanciful expression of “DELICIOUS”.

Mondelez International Inc. is a global snacking powerhouse with 2012 revenue of $35billion.
("Mondelez international reports," 2013) Mondelez International Inc. is selling its products in
165 countries, and it is a leader in the world in selling candy, coffee, chocolate, biscuits, etc, with
brands such as Milka Chocolate, Cadbury Dairy Milk, Cadbury, LU, Jacobs coffee, Oreo biscuits
and Nabisco, Trident Gum and Tang. ("Mondelez international reports," 2013)

Mondelez acquired LU.

Cadbury was taken by Mondelez in 2010.
Pringles by Kellogg’s in 2012
Brookside foods taken by Hershey’s in 2012.

Cadbury:

Cadbury, formerly Cadbury's, is a British multinational confectionery company wholly owned by

Mondelez International (originally Kraft Foods) since 2010. It is the second-largest
confectionery brand in the world after Wrigley's. Cadbury is internationally headquartered in
Uxbridge, west London, and operates in more than fifty countries worldwide. It is famous for its
Dairy Milk chocolate, the Creme Egg and Roses selection box, and many other confectionery
products.
Currently, Cadbury India operates in five categories – Chocolate confectionery, Beverages,
Biscuits, Gum and Candy. It is the market leader in the chocolate confectionery business with a
market share of over 70%.
Cadbury was established in Birmingham, England in 1824, by John Cadbury who sold tea,
coffee and drinking chocolate. Cadbury developed the business with his brother Benjamin,
followed by his sons Richard and George. George developed the Bournville estate, a model
village designed to give the company's workers improved living conditions. Dairy Milk
chocolate, introduced in 1905, used a higher proportion of milk within the recipe compared with
rival products. By 1914, the chocolate was the company's best-selling product.
In 2003, Cadbury dropped the’s’ from its name and renamed the brand to Cadbury. The company
found that it was a much more suited, rounded name than the previous "Cadbury's". This change
was announced on 19 December 2002.
On 19 January 2010, it was announced that Cadbury and Kraft Foods had reached a deal and that
Kraft would purchase Cadbury for £8.40 per share, valuing Cadbury at £11.5bn (US$18.9bn).
Kraft, which issued a statement stating that the deal will create a "global confectionery leader",
had to borrow £7 billion (US$11.5bn) to finance the takeover.
On 4 August 2011, Kraft Foods announced they would be splitting into two companies
beginning on 1 October 2012. The confectionery business of Kraft became Mondelez
International, of which Cadbury is a subsidiary.
On 21 April 2014, Cadbury India changed its name to Mondelez India Foods Limited

Different Brands of Mondelez:

Figure - Different Brands of Mondelez

Figure - Start-up year of different brands of Mondelez International
 MARKET

Mondelez International, the maker of billion-dollar brands including Cadbury, Oreo, Milka
Chocolate and Trident gum, is a leading global snacking company with its headquarters in
Deerfield, Illinois. It was launched on October 1st, 2012 due to the spin-off of Kraft Foods'
North American grocery business to shareholders. The company's name was chosen based on the
employee’s input and consists of a combination of terms for ‘world’ and ‘delicious’ in romantic
languages. The firm’s portfolio consists of biscuits, chocolate, beverages, gum and candy, and
cheese and groceries. In 2019, the company employed around 80,000 people.
For the last four years, the global snacking powerhouse has seen a decline in net revenue. Like
other companies operating in the chocolate industry, Mondelez has faced price hikes for two of
its principal commodities: cocoa and milk. Net revenues reached 35.8 billion in 2011. That
figure had declined to 25.87 billion by 2019. Europe was the key market of Mondelez
International in 2019, bringing in net revenue of nearly 10 billion U.S. dollars. To promote their
products to potential customers and to strengthen brand awareness, the company spent 1.21
billion U.S. dollars on advertising in 2019.

GDP worth $17.701 trillion

Foreign Investments are $2.4 trillion.
Consumer spending are 71%
Out of world top 500 companies 128 headquarters are in US.
Household consumption pattern is 5times larger than Japan.

Mondelez International is moving toward a global marketing model for biscuit brands such as
Oreo and Ritz to support the increased investment it is making to try and treble its size in the
category by 2020.
Mondelez expects the structural changes to accelerate better-integrated campaigns in the coming
months such as global push for its Belvita and Ritz brands. The campaign will ditch previous
product-orientated messaging now the breakfast biscuit category has been established to focus on
fostering emotional ties to consumers by showcasing the value of “small wins in everyday life”.
Mondelez International issued a solid set of annual results, it helped by a new strategy designed
to enhance the performance of ‘local’ brands in individual countries, particularly those in
emerging markets.
“AGILE AND FASTER”
Mondelez registered broad growth across all regions with a “good” balanced between volume
and pricing.
Emerging markets remain a key growth area for Mondelez, with more opportunities to grab,
particularly those the CEO described as “fast growing”, like China, India, and Russia where
distribution is being expanded.
CORONAVIRUS A CONCERN
Mondelez provided a country specific breakdown for its emerging market performance: revenue
up at a high single- digit rate in China led by biscuits and gum; south east Asia by mid -single-
digits with “solid results” in biscuits and chocolate; India double digits on “strong execution”
and investment; and Mexico mid-single-digit “driven by strong execution and share growth
across most categories”.
PROGRESS ON SUSTAINABILITY
The snacking giant launched its cocoa life sustainability programme around six years ago, and
last year said the project would supply 100% of its cocoa needs for chocolate products by 2025,
from about 43% at the time.
Mondelez like many of its food peers, will increasingly be measured by its progress on
sustainability, especially with more and more investors shunning companies that aren’t showing
a commitment to reduce the environmental footprint, a facet van de put recognises

COMPANY
Mondelez International Inc (Mondelez) is a food and beverage company. It manufactures and
markets snacks food products, cookies, crackers, salted snacks, chocolate, gum and candy,
meals, cheese and grocery products and powdered beverage products. The company markets
these products under various brands including Cadbury, Bubbaloo, Ritz, Trident, Dirol and
Bournvita. The company sells its products to supermarket chains, wholesalers, club stores,
supercenters, mass merchandisers, distributors, gasoline stations, convenience stores, value
stores, drug stores, and other retail food outlets. These products are distributed through company-
owned and satellite warehouses, distribution centres, direct store deliveries and other facilities. It
operates a network of manufacturing facilities in Latin America, Asia, the Middle East, and
Africa (AMEA), Europe and North America. Mondelez is headquartered in Deerfield, llinois, the
US.
The company’s headquartered is in the Chicago suburb of Deerfield, Illinois, manufactures
chocolate, biscuits, gum, confectionery, and powdered beverages. The company has an annual
revenue of about $30 billion and operates in approximately 165 countries.
Mondelez India Foods Private Limited is a part of the Mondelēz International group of
companies and is in the business of creating delicious moments of joy – by producing delectable
chocolate confectionaries, gum and candy products, and popular beverages and foods that
include many of India's most popular and trusted food brands.
Mondelez teams believe in one thing – something that is unique to them – and that is “The Power
of Big and Small”.
Mondelez’s brand Cadbury Dairy Milk (CDM) is considered the "Gold Standard" for chocolates
- the pure taste of CDM defines the chocolate taste for the Indian consumer. Other much-loved
brands include Cadbury Bournvita, CDM Silk, Cadbury Choclairs, Gems, 5-Star, Perk,
Bournville, Celebrations, Halls, Éclairs, Bubbaloo, Oreo and Tang.
Mondelez India Foods Private Limited is a part of Mondelēz International, the global snacking
and Food Company and a spin-off from Kraft Foods Inc. Mondelēz International is the world's
largest chocolatier, biscuit baker and candy maker, and the second-largest maker of gum.
Mondelez India Foods Private Limited has been in India for over 6 decades, having started in
1948 as an importer of chocolates. Their work ethic, values systems and quality standards make
them an employer of choice in India. Their large community extends into India's agricultural
spaces. Since 1965, Mondelez India Foods Limited has pioneered and enhanced the development
of cocoa cultivation in India. For over two decades, they have worked with the Kerala.
Agricultural University to undertake cocoa research and improve cocoa yields. Their cocoa team
works with farmers to improve incomes through best practices in all aspects of cocoa cultivation
- from planting to harvesting. Their efforts have touched the lives of thousands of farmers.

Figure - Mondelez International in India

Headquartered of Mondelez India Foods Private Limited is in Mumbai. The head office is
presently situated at Pedder Road, Mumbai, under the name of "Cadbury House". It has sales
offices in New Delhi, Mumbai, Kolkata and Chennai and manufacturing facilities at Thane,
Induri (Pune), Malanpur (Gwalior), Baddi (Himachal Pradesh) and Sri City (Andhra Pradesh).
 INDUSTRY
Mondelez International, Inc. (MDLZ) financial analysis and rating
Compan
Mondelez International, Inc.
y Name

Industry
20 - Food and Kindred Products
(SIC)

Latest
12/31/2019 (filed 2/07/2020)
report

Revenue $25,868 million (ranked #6 out of 68 companies in the industry)

Assets $64,549 million (ranked #4)

Packaged food industry consists of breakfast cereals, chilled food, condiments, savoury snacks,
dressings, chocolate, and cheese.
Profitability of industry is affected by the commodity prices.
The growth of sector is 3.7%
Industry is of worth $4.4 trillion.
 Key players who
are dominating
Global 50 packaged food
companies have alone $558.9
billion in revenues Nestle

Pepsico

Mondelez

Kraft
foods
Comparison analysis based on SEC data.
Financial position and performance Annual| Quarterly

Compared with industry Change during the year Compared with all industry
ratios ratios
about the same improved about the same
Compare with a competitor
Financial ratios benchmarking

Compared
Financial ratio with industry ratios with all industry ratios
(20 - Food And Kindred
Products)

Baddi Manufacturing Plant:

 Figure - Mondelez International, Baddi

Name of Plant: Mondelez India Foods Pvt. Ltd. (Formerly Cadbury India Pvt. Ltd.)
Location: Hadbast No. 199, Sandholi, Baddi
District: Solan
State: Himachal Pradesh
Products manufactured in the plant:
E1: Bourn vita, Bourn vita little champs
E2: CDM
E3: Cadbury Gems and Cadbury Five-Star
E4: Cadbury Dairy Milk (CDM) (Fruit & Nut, Roasted Almond, Crackle)
CDM Silk (Plain, Fruit & Nut, Roasted Almond)
E5: Crumb that is used for manufacturing of chocolate
Departments:
1) Procurement:
The purchase department handles all the purchases that happen in the organization from all
the departments (Manufacturing, Quality & food safety, Asset care, Administration, Human
resources etc.). The purchase department selects specific vendors for all the raw materials
based on certain criteria and then goes about doing the transactions in coordination with the
stores department and other departments.
2) Stores:
The stores department is responsible to receive and stock all that enters the organization with
a proper record of each and every single material. The stores department works in line with
the purchase department mainly and indents all that is being received. The stores department
then issues the stock (stored goods) to the respective as and when required. A minimum stock
of all the products has to be maintained in the stores department after which it generates a
procurement order which is sent to the purchase department which would then do the
needful.
3) Manufacturing:
The manufacturing department deals with the manufacturing of the products and the related
processes. This includes receiving orders/demands from the Marketing & sales department
which set the monthly targets for all the products. Depending on the monthly production
target set (goals), the manufacturing department gives in demands for raw materials,
packaging materials and other requirements to the stores department so that they can avail all
the materials in sufficient amount to achieve the production target. The manufacturing
department also takes care of the in-process products during the entire chain of production
from start till end and maintains a proper legitimate stock of goods at each and every stage of
the manufacturing process.
4) Quality & Food Safety:
The quality and food safety department deals with the online and offline monitoring of the
products being manufactured. This department also takes care of the quality compliance of
all the raw materials and packaging materials that are indented. All the raw materials and
packaging materials are analysed as per the pre-set standard protocols and only then they are
approved. Until this is done, the stores department does not have the authority to issue the
materials to the manufacturing department for usage. In case, any of the material does not
meet the specified standards, it is rejected without any exception and is sent back to the
supplier. The quality and food safety department also handles the quality system and the
regulatory concerns of the plant and its products. The GMPs (good manufacturing practices),
 FSMS (food safety management system) & Quality policies etc. that are in place need to be
practiced and followed throughout the entire manufacturing process without fail.
5) Asset Care:
The asset care department handles the preventive maintenance as well as the post breakdown
repairing of all the mechanical, electronic, and electrical components of the entire plant.
Regular preventive maintenance/servicing in specific time intervals need to be done without
fail to ensure a longer life of the equipment’s and machinery. Proper functioning of all the
utilities (steam, chilled water, chilled air, etc.) is also the responsibility of this department.
6) Continuous Improvement:
This is a unique department which focuses on various improvement strategies and projects in
the industry. Various projects under the heads of Lean manufacturing, six sigma, Kaizens &
5S etc. are handled by this department mainly with inputs from all the departments as and
when required. Improvement of the present scenario of the plant and proper efficient
planning of the new installations etc are the main responsibilities of the continuous
improvement department.
7) Human Resources:
The human resource department handles all the requirements and the workforce management
of the entire organization. Training of the newly joined employees as well as regular training
of the present employees of various departments and cadres is carried out by the human
resource department. Apart from this, the cafeteria arrangements, arrangements of
conveyance for the employees and other recreational activities are the part of the human
resource department’s activities.
8) Finance:
The finance department handles all the financial interventions at various stages of the
organization like manufacturing, marketing, sales revenues, manpower etc. It deals with the
computation of the revenues of each and everything happening in the organization. The
finance department also handles the tax related activities and the accountancy audits and
submissions required to be done with the government as and when required.

HR PROCESSES AT MONDELEZ INTERNATIONAL

TALENT ACQUISITION PROCESS

 The process starts with identification of the need for manpower.

 This information is usually known to the HR department by a request for the requirement by the
section in charge in case of hiring workers.
 Then the process of deciding the JD is done which includes documentation of the requirements in
order to by reviewed whenever needed
 The JD includes the required qualifications, experience, skills etc.
 Then these details are further communicated to consultants after the candidates are sourced based on
their suitability for the position final shortlisting is done in Mondelez
 The rounds of interview depend on the level of recruitment:
Online Application
Our online application process is really simple, all we need you to do at this stage is complete
an online application form and upload your resume. Once you have found a job, you’re
interested in by clicking ‘Search Jobs’ at the top right of any page on our website, click
‘apply online’, and we’ll take you through the process, step-by-step.
Pre-Selection
Depending on the kind of role you have applied for, this next stage might be slightly
different. Generally, it will be a case of simply having a chat.
Interview
If the person fit at the pre-selection stage, we will invite you to an interview, either onsite or
virtually, with the recruiting manager. This is an opportunity to talk through your application
in a bit more detail, and go into greater detail around your skills, capabilities, experience
level and fit for the role. We may also ask you to complete a project or presentation,
depending on the specific role. Once you have completed the process, we will carefully
consider your performance and try our best to give you a quick decision. For tips on how to
be at your best during the interview, click here. There might be some testing or background
checking at this point (or after offer) depending on the country or region where the job is
based.
JOB OFFER
If recruiter feels you would be successful at Mondelēz International, and you feel the same
about us, this is the exciting part where we offer you the job! All that needs to happen then is
for us to send you an employment contract, plan your in-depth induction and agree your start
date.
 Evaluation criteria for talent acquisition process

TALENT ACQUISITION weightage 1 2 3 4

MANPOWER PLANNING
Assessment of external environment

Assessment of job in terms of new challenges in future

Adequate consideration is given to market trends, Technological

development, business challenges and government policies

Analysis of challenges arising out of changes in working practices

Turnover analysis & its effect on the production

Calculation of turnover ratio for different levels of employees and

workers is done timely
Proper study is done to find the reasons for low or high turnover
and future trends are projected trends based on past results
Assessment of manpower requirements are related to business
plans
Analysis of current manpower profile to meet future manpower
requirements
Data available on number of employees their skills, qualifications,
experience etc
RECRUITMENT
understanding the jobs to be filled          
Job descriptions are in detailed manner with exact requirements
(JD, JS, JE)
Top managements are consulted while documenting the job
description
Job descriptions are periodically updated depending on changes in
internal or external environment
Tapping the sources of recruitment
Introducing better ways for advertising for the job.
E-Portals are used very often to source the candidates
Process applying is clearly mentioned
Using external sources like consultancies and job portals
Existing data base of previous applicants is used
Using Various Selection strategies
Cross functional and cross hierarchical interviews are conducted
There is a strategy for selection in place for all the job roles in the
organization
Setting Selection process
Clear communication is sent to candidates about the selection
schedule and process
Interview schedules are set in time
objective assessment of the candidate is confirmed in advance
Final selection process
Assessing competencies that clearly differentiate between
suitability for current job and to learn and grow in organization
Decision taken within the time limit with joint discussions
Candidate informed on time as indicated to him/her
Ensuring proper workplace facilities are ready before the
candidates joins
Drawing up the induction schedule for the recruit, informing them
the same
Process is followed as per the schedule
Induction and integration
Formal and standard induction process is at place for all levels
Induction is given to promotes from with in the organization at all
levels
Business of the organization is clearly mentioned
Vision, mission, goals and all the policies are communicated
Expected behaviours from entrants is communicated properly
Effectiveness of on boarding is measured after the program
PERFORMANCE MANAGEMENT SYSTEM weightage 1 2 3 4
Performance planning system and performance appraisal
process
Organizational goals aligned with departmental goals
Performance evaluation process is known each and every employee
working in the organization
KRA’s are broken down to clear objectives and are communicated
with employees
Targets are set at the beginning of the year
Individual performances are recorded
Support provided for time management and performance planning
through trainings and bench marking best practices
Performance analysis and review
Review discussion takes place between appraisee and appraiser
during appraisal time to discuss progress
Individuals have a clear understanding of their performance
considering the organization goals and the business environment
Performance development and counselling
Performance reviews are considered for designing the training
programs
Counselling’s are given after performance appraisal
Training need analysis using various systems
Assessment done against pre-determined performance standards to
ensure evaluation is objective
Implementation and facilitation of the process
Designing an appropriate system with inputs from functional
managers and taking into consideration organizational requirements
Continuous follow up to ensure proper implementation and
timelines of the process
Ensuring consistency in implementation of the process across all
departments
Training project managers for effective skills for review and
counselling if required
Performance management team being available to provide any
clarification regarding the process
Feedback on potential appraisal for individual development
Guidelines and process for potential appraisal clear and known to
all employees
Every employee has a record of his / her potential assessment data
Once the entire process is over and the ratings compiled, the same
is used for counselling discussions between the employee and
senior
LEARNING AND DEVELOPMENT weightage 1 2 3 4
Scientific identification of training needs
Separate Training need analysis form is at place other than
appraisal form
Annual survey is conducted
Employees across the organization are involved in need analysis
All levels of employees are included in the survey
Needs are documented
Training needs are differentiated
Pre-training preparations
Training programs are customised
Coverage matches the training needs
Individuals training schedules are set in advance
Employees are aware about the objectives of training
Employee can decide which program to attend
Training Process
Training programs are well designed
Trainers are expert in their respective fields
Adequate time is given to ensure comprehensive coverage of all
topics
Faculty should be evaluating the training programs periodically and
seeking feedback
Post training activities and requirements
A formal system of seeking feedback is at place
Trainee satisfaction about the program is measured
Feedback about the training program is evaluated and corrective
actions are taken
Performance improvements after training programs is measured
Supervisors participate in the training process
Learning culture and training budget
A documented training policy focused on improving the employees
is at place
It is rightly implemented at all levels of employees
Separate budget is allocated for training programs
Budget is modified as number of employees or courses increases
Competencies of those handling training functions
HR managers are aware of dynamic training
HR managers put high emphasis on individual and organizational
development
Team managers encourage team to get trained
Team managers provide adequate support to L&D efforts
Top management supports and communicates its commitment to
individual development
Department managers evaluate the improvements in the
subordinates and provide feedback
Business linkages of training
Training is linked to current business plans or future business plan
Training is perceived to have developed individual competencies as
well as organizational capabilities
ROI on training programs is measured