Table of Contents

Nestle .............................................................................................................................................. 3
1. Introduction: ......................................................................................................................... 3

Training design process .................................................................................................................. 4

1. Needs Analysis: ................................................................................................................... 4

 Why is Needs Assessment Necessary at Nestle?.......................................................... 4

 Participant in Needs Assessment at Nestle: .................................................................. 4

 Methods used in Needs Assessment: ............................................................................ 6

Organizational Analysis of Nestlé for Training Needs Assessment: .............................................. 8

 Organizational Structure and Culture: .......................................................................... 8

 Strategic Goals and Objectives: .................................................................................... 8

 Workforce Composition and Demographics: ............................................................... 9

 Job Roles and Responsibilities: .................................................................................... 9

 Skills and Competency Gaps: ....................................................................................... 9

 Technology and Systems: ............................................................................................. 9

 Case study: Restructuring the Organization ................................................................. 9

Person analysis .............................................................................................................................. 10

 Child labor case: ......................................................................................................... 10

 Addressing the problem: ............................................................................................. 10

 Outcomes: ................................................................................................................... 10

Task analysis ................................................................................................................................. 11

 Task constraints .......................................................................................................... 11

 To overcome these task constraints, ........................................................................... 12

2. Setting Objectives: ............................................................................................................. 13

 Reaction training objectives: ...................................................................................... 13

 Learning objectives: ................................................................................................... 13

  Transfer of Training objectives: ................................................................................. 14

 Organizational outcome objectives: ........................................................................... 14

3. Designing the Training Program:....................................................................................... 15

Training Methods at Nestle ........................................................................................................... 16

 Instructor-Led Training (ILT): ................................................................................... 16

 E-Learning: ................................................................................................................. 16

 On-the-Job Training (OJT): ........................................................................................ 16

 Job Rotation: ............................................................................................................... 16

 Workshops and Seminars: .......................................................................................... 17

 Simulations and Gamification: ................................................................................... 17

 Mobile Learning: ........................................................................................................ 17

 Coaching and Mentoring: ........................................................................................... 17

 Literacy Training: ....................................................................................................... 17

 Leadership Development Programs: .......................................................................... 18

 Apprenticeship training: ............................................................................................. 18

 Local Training Programs: ........................................................................................... 18

4. Piloting and Evaluation: ..................................................................................................... 19

Evaluation of TNA ........................................................................................................................ 19

 Employee feedback: ................................................................................................... 19

 Performance metrics: .................................................................................................. 20

5. Implementation and Continuous Improvement: ................................................................ 20

 Nestle
1. Introduction:
Nestle is a multinational food and beverage company that has a rich history dating back to 1876
when it was founded by Henry Nestle, a pharmacist. The company initially gained fame for its
nutritious food supplement for premature infants, Farine Lactee, and later expanded into the
production of condensed milk and chocolate. With the onset of World War I, Nestle experienced
unprecedented growth due to the increased demand for its products.

Today, Nestle is the largest food company in the world with a presence in 83 countries and over
231,000 employees. Nestle Pakistan is a subsidiary of Nestle S.A and was initially formed through
a joint venture with Milk Pak Ltd. to introduce packaged milk with a shelf life to the Pakistani
market. The company faced criticism initially due to the country's preference for fresh dairy
products with a negligible shelf life. However, through marketing campaigns, Nestle was able to
educate consumers about the benefits and convenience of consuming such products, and they
gained acceptance over time. Milk Pak Ltd. was later acquired by Nestle S.A and renamed Nestle
Pakistan, which today stands as the leading food and Beverage Company in the country, catering
to the nutrition needs of Pakistanis of all age groups.

Nestle, one of the world's leading food and beverage companies, places great emphasis on
designing effective training programs to enhance the skills and knowledge of its employees. The
training design process at Nestle involves several key steps to ensure that the programs are
relevant, engaging, and aligned with the company's goals and objectives. The first step in the
training design process at Nestle involves identifying the training needs of the employees. This is
typically done through a needs assessment, which can take the form of surveys, interviews, or
focus groups. Once the training needs have been identified, the next step is to develop learning
objectives that are specific, measurable, and achievable.

The third step is to design the training program itself. This involves determining the content of the
training, selecting the appropriate delivery methods, and creating the training materials. Nestle
uses a variety of delivery methods for its training programs, including classroom instruction, online
courses, e-learning modules, and on-the-job training.
 Training design process

1. Needs Analysis:
The first step in the training design process is to conduct a comprehensive needs analysis. Nestle
identifies the skills gaps, performance deficiencies, and areas of improvement within the
organization. This analysis can involve various methods such as surveys, interviews, performance
evaluations, and feedback from employees and managers. By understanding the specific training
needs, Nestle can tailor its programs to address those requirements effectively.

 Why is Needs Assessment Necessary at Nestle?

A needs assessment is of utmost importance for Nestlé Company due to several key reasons.

 Nestlé gains a deep understanding of consumer needs, desires, and expectations.

 The company can comprehensively analyze the market landscape and adapt its strategies
accordingly.
 The needs assessment process plays a critical role in product development, enabling Nestlé to
continually improve its products.
 Effective resource allocation is possible through prioritizing investments based on the most
pressing consumer needs.
 Nestlé's customer-centric approach fosters strong relationships with consumers, leading to
brand advocacy and loyalty.
 Needs assessment aids in risk mitigation by proactively identifying potential risks, challenges,
and gaps.

 Participant in Needs Assessment at Nestle:

In a needs assessment at Nestlé Company, it is important to involve a diverse group of stakeholders
who can provide valuable insights and expertise. The following are key participants who should
be involved in the needs assessment process:
 Customers: The primary focus of the needs assessment should be the customers or target
consumers of Nestlé's products. Gathering feedback directly from customers through surveys,
interviews, focus groups, or online feedback channels can provide valuable insights into their
needs, preferences, and expectations.
 Employees: Nestlé's employees, especially those in customer-facing roles, have firsthand
experience and interactions with customers. Involving employees from various departments
and levels of the organization can provide insights into customer feedback, emerging trends,
and areas for improvement.
 Sales and Marketing Teams: Sales and marketing teams possess valuable market knowledge
and insights. They can provide information on consumer behavior, market trends, competitor
analysis, and the effectiveness of current marketing strategies. Their participation ensures
alignment between customer needs and the company's marketing efforts.
 Research and Development (R&D) Teams: R&D teams play a crucial role in developing
and improving Nestlé's products. Involving them in the needs assessment ensures that they
have a deep understanding of customer needs and can translate those needs into innovative
product concepts or improvements.
 Supply Chain and Operations Teams: Including representatives from the supply chain and
operations teams is important to assess the feasibility and practicality of meeting customer
needs. They can provide insights into production capabilities, distribution channels, and any
constraints that need to be considered.
 Senior Management: The involvement of senior management is crucial as they provide
strategic guidance and decision-making authority. Their participation ensures that the needs
assessment aligns with the company's overall objectives and priorities.
 External Experts: Depending on the specific focus of the needs assessment, Nestlé may also
involve external experts or consultants with relevant expertise. These experts can provide
industry insights, market research data, or specialized knowledge to enhance the quality and
accuracy of the assessment.
 Methods used in Needs Assessment:
Nestlé Company may employ various methods in conducting a needs assessment to gather
information and insights. Some common methods used in needs assessment include:
 Surveys and Questionnaires:
Nestlé may design and distribute surveys or questionnaires to its target consumers, employees,
or other stakeholders. These surveys can be conducted online, through email, or in person.
Surveys help gather quantitative data and opinions on specific needs, preferences, and
satisfaction. A sample is attached For the position of production manager at Nestle.

 Interviews:
One-on-one interviews with customers, employees, or industry experts can provide in-depth
qualitative insights. These interviews allow Nestlé to explore individuals' perspectives,
experiences, and suggestions related to product offerings, customer service, and overall
satisfaction.
 Focus Groups:
Focus groups involve a small group of individuals brought together to discuss specific topics
or products. Nestlé organize focus groups with consumers to gather opinions, ideas, and
reactions in a group setting. This method provides rich qualitative data and encourages
interactive discussions among participants.

 Observations:
Observing customers in real-life situations or studying their behaviors and interactions with
Nestlé's products or services can provide valuable insights. This method helps identify unmet
needs, pain points, and usage patterns that may not be apparent through other data collection
methods.
 Data Analysis:
Nestlé can analyze existing data sources such as sales data, customer feedback, market research
reports, and social media analytics. By examining trends, patterns, and customer sentiments
within the data, the company can identify emerging needs and areas for improvement.
 Benchmarking:
Nestlé can compare its products, services, and customer experiences with those of its
competitors or industry leaders. This comparative analysis helps identify gaps and
opportunities for improvement, based on industry standards and best practices.
 Expert Consultations:
Nestlé may engage external consultants or subject-matter experts to provide specialized
knowledge or guidance. These experts can conduct market research, analyze industry trends,
or provide insights into specific customer segments.
 Internal Workshops and Brainstorming Sessions: Nestlé organize internal workshops or
brainstorming sessions involving employees from various departments. These sessions
facilitate collaboration, idea generation, and cross-functional perspectives on customer needs
and innovative solutions.

It is important for Nestlé to use a combination of these methods to ensure a comprehensive needs
assessment. By utilizing both quantitative and qualitative approaches, the company can gather a
holistic understanding of customer needs, preferences, and market dynamics.

Three key areas that needs to focused on while analyzing need assessment are

 Organization analysis
 Person analysis
 Task analysis

Organizational Analysis of Nestlé for Training Needs Assessment:

To conduct a thorough training needs assessment for Nestlé, several key areas must be focused
on. The purpose of this analysis is to identify specific training needs and design targeted training
programs to address skill gaps, improve performance, and support Nestlé's strategic objectives.
The following areas should be examined:

 Organizational Structure and Culture:

 Examine Nestlé's organizational structure, including divisions, departments, and reporting
lines.
 Assess the company's culture, values, and norms.
 Analyze the impact of the organizational structure and culture on communication, decision-
making, and collaboration within the company.

 Strategic Goals and Objectives:

 Identify Nestlé's strategic goals and objectives.
 Evaluate the alignment between the company's strategic direction and its current capabilities.
 Assess the clarity and communication of strategic goals throughout the organization.
 Workforce Composition and Demographics:
 Analyze the composition of Nestlé's workforce, including diversity metrics and demographic
information.
 Assess the distribution of skills, experience, and knowledge within the organization.
 Identify any gaps or imbalances in terms of critical skills or expertise.

 Job Roles and Responsibilities:

 Review job descriptions and specifications for key positions within Nestlé.
 Evaluate the clarity and relevance of job roles and responsibilities.
 Identify any discrepancies between stated job requirements and actual tasks performed.

 Skills and Competency Gaps:

 Conduct a skills and competency assessment across different job roles and functions.
 Identify gaps between the desired skills and competencies and the current skill sets of
employees.
 Determine the critical skills and competencies needed to achieve Nestlé's strategic objectives.

 Technology and Systems:

 Assess the technology infrastructure and systems used within Nestlé.
 Identify any gaps in terms of technology adoption or usage.
 Evaluate the need for training on specific systems or software.

 Case study: Restructuring the Organization

After conducting the organizational analysis, Nestlé identified significant problems with the
traditional, hierarchical, pyramidal organizational structure, which hindered employee
contributions. To address this, Nestlé developed a training program called "Nestlé on the Move,"
which aimed to change the way managers seek out contributions from their staff and how they lead
their people.
 Person analysis
Person analysis is a critical process that helps identify skill gaps and performance issues in
individual employees within an organization. In the case of Nestlé, a global food and beverage
company, a person analysis can be conducted to determine specific training requirements for
employees at various levels and functions

 Child labor case:

The case of child labor in cocoa production is a major person constraint that needs to be addressed
by Nestlé. Child labor in cocoa production is a violation of child labor laws and can lead to the
enslavement of children and child trafficking. Poverty and a lack of schools are often the driving
factors behind the use of child labor in cocoa production.

 Addressing the problem:

To manage this problem, Nestlé can train its managers to strive for managing talent. This training
can help Nestlé attract, hire, develop, and retain the right candidates to ensure that the company is
a force for good. Nestlé's talent acquisition and retention approach are outlined in its People
Strategy 2025 for building a future-ready workforce, developing inspiring, disruptive, and
inclusive leadership, and fostering an agile and purposeful culture. This approach is aligned with
Nestlé's business strategy, Corporate Business Principles, and its purpose and values.

Nestlé can also adopt a diversity and inclusion approach that focuses on building a better business.
Nestlé's inclusive culture leverages the differences of its employees and better reflects the society
and communities in which it operates. Additionally, Nestlé's innovations consider the diversity of
consumers and customers when it makes and distributes products.

 Outcomes:
The outcomes of the training should include introducing the Nestlé Supplier Code, monitoring all
participants in its supply chain, and setting clearer labor standards. Nestlé can also provide special
training on how to address the child labor problem in cocoa production. This training can help
Nestlé prevent child labor, ensure that its suppliers adhere to labor standards, and build a
responsible and sustainable supply chain. Overall, Nestlé's efforts to address the issue of child
labor in cocoa production can help it create a positive impact on society and fulfill its purpose of
enhancing the quality of life and contributing to a healthier future.
 Task analysis
Nestle is a large multinational food and beverage company that performs various tasks across its
operations. These tasks include product development, manufacturing, marketing, sales,
distribution, logistics, finance, human resources, and more. Nestle also emphasizes the importance
of sustainable business practices and has incorporated environmental and social responsibilities
into its operations.

While Nestle is a well-established and successful company, it faces various challenges related to
its tasks. One issue is ensuring the quality and safety of its products, particularly in the face of
increasing demand for healthier and more sustainable food options. Nestle has faced criticism for
its use of palm oil and allegations of child labor in its supply chains, highlighting the importance
of ethical and responsible business practices.

To address these issues, Nestle has implemented various training methods for its employees. For
instance, Nestle has developed a mandatory online training module on human rights and labor
practices for its procurement teams. Additionally, the company offers various training programs
on food safety, quality assurance, and compliance to ensure that employees are equipped with the
knowledge and skills to meet Nestle's standards.

Nestle performs various tasks across its operations and faces challenges related to ensuring product
quality and safety, as well as ethical and responsible business practices. To address these issues,
Nestle has implemented various training methods for its employees, emphasizing the importance
of knowledge and skills development to meet the company's standards which are described in the
implementation.

 Task constraints
At Nestle, there are several task constraints that the company faces. These include:

 Regulatory Compliance: Nestle operates in a highly regulated industry, which means that the
company must comply with various regulations and standards set by different governing
bodies. These regulations can sometimes limit the company's ability to execute tasks as they
may have to adhere to specific procedures, documentation, and certification requirements.
 Resource Availability: Nestle operates in a highly competitive market, and as such, the
company may face resource constraints in terms of funding, materials, or human resources.
 These constraints may affect the company's ability to execute tasks within the required
timeline, scope, or quality.
 Market Competition: Nestle operates in a highly competitive market with many players
competing for market share. This competition creates constraints on the company's ability to
innovate, introduce new products, and expand its operations into new markets.
 Technological Advancement: The food and beverage industry is experiencing rapid
technological advancement, and Nestle may face constraints in terms of its ability to keep up
with new technologies. This can affect the company's ability to execute tasks effectively,
especially in areas such as supply chain management, production processes, and marketing.
 To overcome these task constraints, Nestle can employ various strategies, including:
Training can be an effective way to address task constraints at Nestle. By providing employees
with the necessary skills, knowledge, and resources, they can become better equipped to handle
the challenges and obstacles that arise in their work.
 For example, training on new technologies and processes can help employees adapt to changes
in their work environment and perform their tasks more efficiently. Training on
communication and collaboration can improve teamwork and reduce misunderstandings or
conflicts that may arise among employees. Similarly, training on problem-solving and
decision-making can help employees approach tasks with a more analytical and strategic
mindset, leading to better outcomes and reduced errors.
 Adapting to Regulatory Requirements: Nestle can ensure compliance with regulatory
requirements by establishing effective compliance programs, investing in training, and
partnering with regulatory experts.
 Resource Management: Nestle can manage resources effectively by implementing efficient
processes, optimizing resource utilization, and prioritizing tasks based on their importance and
impact.
 Innovation and Market Research: Nestle can overcome competition by investing in research
and development, conducting market research, and creating innovative products that meet the
changing needs and preferences of customers.
 Technological Adoption: Nestle can overcome technological constraints by investing in new
technologies, partnering with technology experts, and training employees on the use of new
technologies.
2. Setting Objectives:
Once the needs analysis is complete, Nestle establishes clear and measurable training objectives.
These objectives define what the training program aims to achieve and provide a roadmap for the
design and delivery of the training. Objectives at Nestle include the following:

 Improving product knowledge,

 Enhancing leadership skills,
 Fostering teamwork,
 Or promoting diversity and inclusion

There are four types of training objectives that are developed at nestle which includes.

 Reaction training objectives:

a) Satisfaction: Nestle aims to measure the satisfaction level of its employees with the training
program. The company collects feedback from employees to determine if the training met their
expectations and if they found it relevant and useful.
b) Engagement: Nestle aims to measure the level of engagement of its employees during the
training program. The company collects feedback to determine if employees were actively
involved in the training, participated in discussions and activities, and asked questions.
c) Perceived Value: Nestle aims to measure the perceived value of the training program by
employees. The company collects feedback to determine if employees believe that the training
will help them in their job, and if it was worth their time and effort.
d) Learning Retention: Nestle aims to measure the employees' retention of the training material.
The company collects feedback to determine if employees remember the key concepts,
techniques, and skills covered in the training.

 Learning objectives:
The learning objectives of Nestle are related to the knowledge, skills, and competencies that
employees are expected to acquire during the training program. These objectives are designed to
ensure that employees have the necessary knowledge and skills to perform their job effectively.
Some examples of learning objectives of Nestle include:
a) Knowledge Acquisition: Nestle aims to ensure that its employees acquire the necessary
knowledge related to their job roles. This includes an understanding of the company's products,
processes, policies, and regulations.
b) Skill Development: Nestle aims to help its employees develop specific skills related to their
job roles. This includes skills such as problem-solving, communication, leadership, and
teamwork.
c) Competency Enhancement: Nestle aims to enhance its employees' competencies that are
critical for their job roles. This includes competencies such as customer service, quality
control, innovation, and sustainability.
d) Self-Development: Nestle aims to encourage its employees to engage in self-development
activities that can support their personal and professional growth. This includes activities such
as reading, attending seminars, and networking.

 Transfer of Training objectives:

a) Application of Skills: Nestle aims to ensure that its employees apply the skills learned during
the training program to their job roles. This includes using the new techniques and methods to
perform their job more efficiently and effectively.
b) Use of Knowledge: Nestle aims to ensure that its employees use the knowledge acquired
during the training program to make informed decisions and solve problems in their job roles.
c) Transfer of Competencies: Nestle aims to ensure that its employees transfer the competencies
developed during the training program to their job roles. This includes using the newly
acquired competencies to contribute to the company's goals and objectives.
d) Behavior Change: Nestle aims to ensure that the training program results in a change in
employees' behavior that is aligned with the company's values and objectives. This includes
demonstrating behaviors that support the company's culture, such as teamwork, respect, and
accountability.

 Organizational outcome objectives:

Organizational outcome objectives at Nestle are designed to measure the impact of the training
program on the overall performance of the company. These objectives are focused on how the
training program has contributed to the company's goals and objectives. Some examples of
organizational outcome objectives at Nestle include:
a) Improved Productivity:

Nestle aims to improve its productivity by ensuring that the employees have the necessary skills
and knowledge to perform their job roles more efficiently.

b) Enhanced Quality:

Nestle aims to enhance the quality of its products and services by ensuring that the employees have
the necessary competencies related to quality control and assurance.

c) Increased Innovation:

Nestle aims to increase innovation by providing its employees with the necessary knowledge and
skills related to product development and innovation.

d) Better Customer Service:

Nestle aims to improve its customer service by ensuring that its employees have the necessary
competencies related to customer service and satisfaction.

e) Improved Employee Engagement:

Nestle aims to improve employee engagement and satisfaction by providing relevant and practical
training programs that support their personal and professional growth.

3. Designing the Training Program:

Nestlé’s training design process involves creating a structured and engaging program that aligns
with the identified needs and objectives. The design team at Nestle collaborates with subject matter
experts to develop the content, curriculum, and instructional materials.

The training programs may incorporate a mix of instructional methods such as

 Classroom training,
 E-learning modules,
 Simulations,
 Workshops,
 On-the-job training,
 And mentoring.
Nestle recognizes the importance of offering training programs through various delivery methods
to cater to the diverse learning preferences and needs of its employees. The company employs a
blended approach, combining traditional instructor-led training with digital platforms and self-
paced learning modules. This ensures that employees can access training anytime, anywhere, and
in a format that suits their individual learning style.

Training Methods at Nestle

Nestle employs a variety of training methods to cater to the diverse learning needs and preferences
of its employees. These methods ensure that training programs are engaging, effective, and aligned
with the organization's goals. Here are some common training methods implemented at Nestle:

 Instructor-Led Training (ILT):

Nestle utilizes traditional classroom-style training facilitated by subject matter experts. In ILT
sessions, trainers deliver content and engage participants through presentations, discussions, case
studies, and group activities. ILT allows for direct interaction, immediate feedback, and a
collaborative learning environment.

 E-Learning:
Nestle leverages digital platforms to deliver training through e-learning modules. These modules
are accessible online and can be completed at the employee's own pace and convenience. E-
learning provides flexibility, scalability, and consistency in training delivery. It often includes
interactive elements such as quizzes, simulations, and multimedia content to enhance engagement.

 On-the-Job Training (OJT):

Nestle recognizes the value of learning through hands-on experience. OJT involves new employees
or those transitioning into new roles receiving training while performing their job tasks. This
method allows employees to acquire skills directly applicable to their roles, with guidance and
support from experienced colleagues or mentors.

 Job Rotation:
Nestle encourages job rotation as a training method to broaden employees' skill sets and
knowledge. Through job rotation, employees get the opportunity to work in different departments,
functions, or locations within the organization. This exposure helps in developing a holistic
understanding of Nestle's operations, fostering cross-functional collaboration, and preparing
employees for future leadership roles.

 Workshops and Seminars:

Nestle conducts workshops and seminars to address specific training needs or to provide
specialized knowledge in a particular area. These sessions are typically led by industry experts,
internal trainers, or external consultants. Workshops and seminars focus on developing specific
skills, fostering innovation, and promoting continuous learning.

 Simulations and Gamification:

Nestle incorporates simulations and gamification elements into its training programs to enhance
engagement and facilitate experiential learning. Simulations recreate real-life scenarios and allow
employees to practice decision-making, problem-solving, and critical thinking in a safe
environment. Gamification elements, such as leaderboards, badges, and rewards, add an element
of fun and competition to motivate employees during training.

 Mobile Learning:
Nestle recognizes the value of mobile learning, considering the increasing use of mobile devices
in the modern workplace. The company utilizes mobile learning platforms or apps to deliver bite-
sized training content, videos, and quizzes that employees can access on their smartphones or
tablets. This approach ensures that training resources are available on-the-go, making learning
more convenient and accessible.

 Coaching and Mentoring:

Nestle emphasizes the importance of coaching and mentoring as training methods. Experienced
managers or senior leaders provide guidance, support, and personalized feedback to employees to
help them develop specific skills, overcome challenges, and accelerate their professional growth.
Coaching and mentoring relationships at Nestle foster knowledge transfer, talent development, and
continuous improvement.

 Literacy Training:
Most of Nestlé’s people training programs assume a good basic education on the part of their
employees. However, in a number of countries, they have decided to offer employees the
opportunity to upgrade their essential literacy skills. A number of Nestlé companies have therefore
set up special programs for those who, for one reason or another, missed a large part of their
elementary schooling.

The programs are especially important as Nestle introduces increasingly sophisticated production
techniques into each country where they 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 are sometimes needed if the equipment is to operate
at maximum efficiency.

 Leadership Development Programs:

Nestle Pakistan offers leadership development programs to its employees to enhance their
leadership skills and prepare them for future leadership roles. These programs include workshops,
coaching sessions, and mentoring opportunities.

For example, the Nestle Leadership Development Program (NLDP) is a two-year program
designed to develop the leadership skills of high-potential employees. The program includes
classroom-style training sessions, on-the-job learning opportunities, and coaching from senior
executives. After completing the program, participants are prepared for leadership roles within the
organization.

 Apprenticeship training:
There are currently 1115 Nestlé apprentices training all around the world, either in joint programs
or in programs entirely run by Nestlé. Apprenticeship programs have been part of Nestlé training
since the company's founding in 1867. There is a great deal of competition for these positions since
they offer increased responsibilities and compensation. There are at least 20 times as many
applications received each year as there are applicants.

 Local Training Programs:

The majority of Nestlé's employees work in factories, which offer continuous training tailored to
each employee's needs. Additionally, a number of Nestlé operating companies maintain their own
residential training centers. Therefore, Nestlé's people development activities are primarily
focused on local training, with most of the company's 240 000 employees receiving training every
year. Managers are responsible for ensuring appropriate and continuous training and, in many
cases, they are personally involved in the teaching process.

By incorporating these various training methods, Nestle ensures that its employees receive
comprehensive and well-rounded learning experiences. The combination of traditional, digital,
experiential, and mentorship-based approaches enables Nestle to cater to different learning styles
and maximize the effectiveness of its training initiatives.

4. Piloting and Evaluation:

Before launching a training program on a large scale, Nestle often conducts pilot sessions with a
select group of employees. This allows them to gather feedback, make necessary improvements,
and fine-tune the program. Nestle also emphasizes the continuous evaluation of its training
initiatives to measure their effectiveness. Evaluation methods can include assessments, surveys,
performance metrics, and feedback from participants and managers.

Evaluation of TNA

Training programs at Nestle are evaluated through a variety of methods, including employee
feedback, performance metrics, and program evaluation metrics.

 Employee feedback:

Employee feedback is one way Nestle evaluates the success of its training programs. Surveys and
focus groups can be used to collect feedback about how well the training met employees' needs
and objectives. By using this feedback, the company can improve the training program and ensure
that its objectives are being met.

As part of its Training Needs Analysis (TNA) process, Nestle values employee feedback and
incorporates it into its training programs to make sure they meet the needs and expectations of
employees. As part of Nestle's employee feedback program, the company conducts surveys,
conducts focus groups, and offers individual feedback sessions.
Nestle conducts surveys to gather information about employees' training needs, preferences, and
feedback on current training programs during the TNA process. Training programs are then
analyzed for gaps and opportunities for improvement based on this feedback.

By collecting feedback from employees, Nestle improves its training programs and ensures that
they meet their needs and expectations. Based on the feedback, improvements are made to the
current training programs, as well as new training programs developed to meet the specific needs
and preferences of the employees.

 Performance metrics:

Performance metrics are also used by Nestle to evaluate the success of its training programs.
Measuring the impact of training on employees' performance, such as increased productivity or
customer satisfaction, is part of this process. Nestle can determine whether the training has
benefited the company and its customers by measuring these metrics.

The success of Nestle's training programs is evaluated using program evaluation metrics. In
addition, the program's sustainability, effectiveness, and efficiency must be assessed. The metrics
can be used to determine if the training program was delivered in a cost-effective manner, if it had
a positive impact on the organization, and if it is sustainable.

Overall, Nestle uses a multi-faceted approach to evaluate the success of its training programs. By
gathering feedback from employees, measuring performance metrics, and assessing program
evaluation metrics, Nestle can ensure that its training programs are effective, relevant, and
sustainable over the long-term.

5. Implementation and Continuous Improvement:

Once a training program is ready, Nestle implements it across the organization. The company
ensures that employees have access to the necessary resources and support to participate in the
training effectively. Additionally, Nestle embraces a culture of continuous improvement, regularly
reviewing and updating its training programs to stay current with industry trends, technological
advancements, and evolving business needs.
By following this comprehensive training design process, Nestle aims to equip its employees with
the skills, knowledge, and competencies required to excel in their roles. The company recognizes
that investing in employee development not only benefits individual growth but also contributes
to overall organizational success.