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NESTLÉ TRAINING AND DEVELOPMENT Introduction Nestle is today the world’s leading food company with a 135-year history and operations in virtually every country in the world. Nestle’s principal assets are not office buildings, factories, or even brands. Rather, it is the fact that they are a global organization comprised of many nationalities, religions, and ethnic backgrounds all working together in one single unifying corporate culture Culture at Nestle and Human Resources Policy Nestle Culture unifies people on all continents. The most important parts of Nestle’s business strategy and culture are the development of human capacity in each country where they operate. Learning is an integral part of Nestle’s culture. This is 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 emphasizes individual responsibility, strong leadership and a commitment to life-long learning as required characteristics for Nende managers Training Programs at Nestle The willingness to learn is therefore an essential condition to be employed by Nestle First and foremost, training is done on-the-job. Guiding and coaching is part of the 21 responsibility of each manager and is crucial to make each one progress in his/her position. Formal training programs are generally purpose-oriented and designed to Improve relevant skills and competencies. Therefore, they are proposed in the framework of individual development programs and not as a reward. Literacy Training Most of Nestle’s people development programs assume a good basic education on the part of employees. However, in a number of countries, we have decided to offer employees the opportunity to upgrade their essential literacy skills. A number of Nestle companies have therefore set up special programs for those who, for one reason or another, missed a large part of their elementary schooling. These programs are especially important as they introduce increasingly sophisticated production techniques into each country where they operate. As the level of technology in Nestle factories has 3 of 5 —y of each manager and is crucial to make each one progress in his/her position. Formal training programs are generally purpose-oriented and designed to improve relevant skills and competencies. Therefore, they are proposed in the framework of individual development programs and not as a reward. Literacy Training Most of Nestle’s people development programs assume a good basic education on the part of employees. However, in a number of countries we 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 clementary schooling. These programs are especially important as they introduce increasingly sophisticated production techniques into each country where they operate. As the level of technology in Nestle 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 equipment is to operate at maximum efficiency Nestlé Apprenticeship Program Apprenticeship programs have been an essential part of Nestle training where the young trainees spent three days a week at work and two at school Positive results observed but some of these soon ran into a problem. At the end of training many students were hired away by other companies which provided no training of their own. “My two elder brothers worked here before me. Like them, for me the Nestle Apprenticeship Program in Nigeria will not be the end of my training but it will provide me with the right base for further advancement. We should have more apprentices here as we are trained so well John Edobor Eghoghon. Apprentice 31 Mechanic. Agbara Factory Nestle Nigeria) “It’s not only a matter of learning bakery, we also learn about microbiology, finance, budgeting costs, sales, how to treat the customer, and so on. That is the reason I think that this is really something that is going to give meaning to my life. It will be very useful for everything.” Jair Andrés Santa, Apprentice Baker, La Rosa Factory Dosquebrades, Nestle Columbia). Apprenticeship programs have been an essential part of Nestlé training where the young trainees spent three days a week at work and two at school. Positive results observed but some of these soon ran into a problem. At the end of training, many students were hired away by other companies which provided no training of their own. *My two elder brothers worked here before me. Like them for me the Nestle Apprenticeship Program in Nigeria will not be the end of my training but it will provide me with the right base for further advancement. We should have more apprentices here as we are trained so welli” (John Edobor Eghoghor Apprentice 31 Mechanic. Agbara Factory, Nestle Nigeria) “W’s not only a matter of learning bakery, we also learn about microbiology, finance, budgeting costs, sales, how to treat the customer, and so on. That is the reason I think that this is really something that is going to give meaning to my life. It will be very useful for everything. Gair Andres Santa, Apprentice Baker, La Rosa Factory Dosquebradas, Nestlé Columbia) Local Training Two-thirds of all Nestle employees work in factories, most of which organize continuous training to meet their specific needs. In addition, a number of Nestlé operating companies run their own residential training centers. The result is that local training is the largest component of Nestle’s people development activities worldwide and a substantial majority of the company’s 240000 employees receive training every year. Ensuring appropriate and continuous training is an official part of every manager’s responsibilities and, in many cases, the manager is personally involved in the teaching. For this reason, part of the training structure in every company is focused on developing managers’ own coaching skills. Additional courses are held outside the factory when required, generally in connection with the operation of new technology The variety of programs is very extensive. They start with continuation training for ex apprentices who have the potential to become supervisors or section leaders, and continue through several levels of technical, electrical and maintenance engineering as well as IT management. The degree to which factories develop “home-grown” specialists varies considerably, reflecting the availability of trained people on the job k + 🙂 Local Training Two-thirds of all Nestlé employees work in factories most of which organize continuous training to meet their specific needs. In addition, a number of Nestle operating companies run their own residential training centers. The result is that local training is the largest component of Nestle’s people development activities worldwide and a substantial majority of the company’s 240000 employees receive training every year. Ensuring appropriate and continuous training is an official part of every manager’s responsibilities and, in many cases the manager is personally involved in the teaching, For this reason, part of the training structure in every company is focused on developing managers’ own coaching skills. Additional courses are held outside the factory when required, generally in connection with the operation of new technology The variety of programs is very extensive. They start with continuation training for ex apprentices who have the potential to become supervisors or section leaders, and continue through several levels of technical electrical and maintenance engineering as well as IT management. The degree to which factories develop “home-grown” specialists varies considerably, reflecting the availability of trained people on the job market in each country. On-the-job training isabe a key element of career development in commercial and administrative positions. Here too, most courses are delivered in- house by Nestle trainers but as the level rises, collaboration with external institutes increases International Training Nestle’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 Nestle managers and from each other. Country managers decide who attends which course, although there is central screening for qualifications, and classes are carefully composed to include people with a range of geographic and functional backgrounds. Typically, a class contains 15-20 nationalities. 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 Nestle senior management. house by Nestlé trainers but, as the level rises, collaboration with external institutes increases 41 REMIERER International Training Nestle’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. Country managers decide who attends which course, although there is central screening for qualifications, and classes are carefully composed to include people with a range of grographic and functional backgrounds. Typically, a class contains 15-20 nationalities. The Centre delivers some 70 courses, attended by about 1700 managers each year from over 80 countries. All course leaders are Nestle 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. Question: Answer the below question with reference to the above case study: