HRM Assignment范文:Human Resource Management in the FMCG Industry

HRM Assignment范文-快速消费品行业的人力资源管理。本文是一篇留学生assignment写作范文，主要内容是讲述人力资源管理（HRM）是管理过程的一部分，它使、增强、管理和发展企业的人力要素，以衡量其在人才、能力、总技能、创造力、知识和有效促进组织目标的潜力方面的资源。人力资源是宝贵的，也是竞争优势的来源。通过相互标准的政策，可以最有效地利用人力资源，这些政策促进承诺，并培养员工为适应组织追求卓越而灵活行事的倾向。如有需要可参见以下Assignment范文的具体内容。

Human resource management (HRM) is that part of management process which makes, enhances, manages and develops the human element of the enterprise measuring their resourcefulness in terms of talents, abilities, total skills, creative, knowledge, and potentialities for effectively contributing to the organizational objectives. Human resources are precious and a source of competitive advantage. Human resources may be tapped most effective by mutually standard policies which promote promise and foster an inclination in employees to act flexibly in the interests of the adaptive organization’s pursuit of excellence.

Human resource policies can be joined with planned business and used to reinforce appropriate culture. Human resources play a critical role in enabling the organization to effectively deal with the external environment challenges. The human resource management has been accepted as a strategic partner in the formulation of organization’s strategies and in the implementation of such strategies through human resource planning, employment, training, appraisal and rewarding the personnel.

人力资源政策可以与计划的业务相结合，并用于加强适当的文化。人力资源在组织有效应对外部环境挑战方面发挥着关键作用。在制定组织战略以及通过人力资源规划、就业、培训、评估和奖励员工来实施这些战略时，人力资源管理已被公认为战略合作伙伴。

Strategic management of human resources facilitates creation of competitive advantage for the organization over its rival by building unique human resource based competence. An organization’s recruitment, selection, training, performance management process and compensation practices can have a strong influence on employee competence. Company output increase if the management can hire more experience well qualified candidate. Performance appraisal takes in account the past performance of the employees and focuses on their improvement for the future performance of the employees through counseling, coaching or training.

人力资源战略管理通过建立独特的基于人力资源的能力，有助于为组织创造相对于竞争对手的竞争优势。组织的招聘、选拔、培训、绩效管理流程和薪酬实践会对员工的能力产生重大影响。如果管理层能够雇佣更多经验丰富的合格候选人，公司的产出就会增加。绩效评估考虑到员工过去的绩效，并通过咨询、辅导或培训关注员工未来绩效的改善。

The human resource strategy of a business should reflect and support the corporate strategy. An effective human resource strategy includes the way in which the organization pans to develop its employees and provide them with suitable opportunities and better working conditions so that their optional contribution is ensured. This implies selecting the best available personnel, ensuring a ‘fit’ between the employee and the job and retaining, empowering and motivating employees to perform well in the direction of corporate objectives.

企业的人力资源战略应反映并支持企业战略。有效的人力资源战略包括组织发展员工的方式，并为员工提供合适的机会和更好的工作条件，从而确保他们的可选贡献。这意味着选择最好的可用人员，确保员工与工作之间的“契合”，并留住、授权和激励员工在公司目标的方向上表现出色。

Statement of Purpose 目的陈述

Consumer packaged goods (CPG) Organization, alternatively called as FMCG industry mainly deals with the production, marketing and selling of consumer packaged goods. The FMCG or “Fast Moving Consumer Goods” are those goods which are generally consumed at a regular interval by the consumers. FMCG industry has some of the main activities like financing, selling, purchasing, marketing etc. The industry also contributes or also involved in general management supply chain, operations and production.

消费包装商品（CPG）组织，也称为快速消费品行业，主要处理消费包装商品的生产、营销和销售。快速消费品或“快速消费品”是指消费者通常定期消费的商品。快速消费品行业有一些主要活动，如融资、销售、采购、营销等。该行业还参与或参与供应链、运营和生产的一般管理。

FMCG industry gives a variety of consumables and consequently the amount of money is very high which is circulated against FMCG products. Day by day the competition between the FMCG producers is increasing consequently the investment in FMCG industry is increasing. FMCG Sector in India is estimated to grow at a very high rate by 2012.

快速消费品行业提供了各种各样的消耗品，因此针对快速消费品流通的资金量非常高。快消品生产商之间的竞争日益加剧，因此对快消品行业的投资也在增加。预计到2012年，印度快速消费品行业将以非常高的速度增长。

PRIME FMCG PRODUCTS 主要快速消费品

Some general FMCG product categories include dairy products and food, drinks, coffee, tea, tobacco and cigarettes, glassware, paper products, pharmaceuticals, dry cells, electronics, prepacked food products, plastic goods, watches, greeting cards, soaps, printing and stationery, household products, detergents, photography, drinks etc.

一些一般的快速消费品类别包括乳制品和食品、饮料、咖啡、茶、烟草和香烟、玻璃器皿、纸制品、药品、干电池、电子产品、预包装食品、塑料制品、手表、贺卡、肥皂、印刷和文具、家居用品、洗涤剂、摄影、饮料等。

In FMCG industry some of the features which made this organization as a strong distribution networks are small operational cost, as a prospective one, presence of renowned FMCG companies. Population growth is also one of the major factors behind the success of this industry.

在快消品行业，该组织作为一个强大的分销网络的一些特点是运营成本低，作为一个潜在的运营成本，知名快消品公司的存在。人口增长也是这个行业成功的主要因素之一。

Introduction 介绍

GOOD FOOD, GOOD LIFE 好的食物，好的生活

NESTLE is a very popular brand in all over the world. It basically supplies packaged food. It was established and has headquartered in Vevey, Switzerland. Nestle was established in 1905 when the two companies was merged. The first company was established in 1866 by Page Brothers to produce milk products and their company name was Anglo-Swiss Milk Company in Cham, Switzerland and the second one was Farine Lactée Henri Nestlé Company to supplies an infant food product set up in 1867 by Henri Nestlé. Nestlé’s have a trademark (birds in a nest), derived from Henri Nestlé’s personal coat of arms, evoke the values upon which he founded his Company. Nestlé’s have their no. of brands which are well-known worldwide; list of all the products has made the company a international market master. Some of their famous products are coffee, chocolate, ice cream, confectionery, milk, pet food & bottled water.

NESTLE是全球非常受欢迎的品牌。它主要供应包装食品。该公司成立并总部位于瑞士维维。雀巢成立于1905年，当时两家公司合并。第一家公司由佩奇兄弟于1866年成立，生产乳制品，公司名称为瑞士查姆的盎格鲁-瑞士牛奶公司，第二家公司是法林-内乳-亨利-雀巢公司，为亨利-雀巢于1867年成立的婴儿食品供应。雀巢的商标（鸟巢中的鸟）源自亨利·雀巢的个人盾徽，唤起了他创立公司的价值观。雀巢的品牌数量在全世界都很知名；所有产品的清单使该公司成为国际市场的主宰。他们的一些著名产品是咖啡、巧克力、冰淇淋、糖果、牛奶、宠物食品和瓶装水。

FAMILY OF NESTLE 雀巢家族

Family of NESTLE consists of products related to:NESTLE系列由以下产品组成：

Milk & Nutrition 牛奶和营养品

Beverages 饮料

Prepared dishes & cooking aids 预制菜肴和烹饪辅助材料

Chocolates & confectioneries 巧克力和糖果

NESTLE is one of the well known FMCG company. In the Every part of the world, the Nestlé name represents a commitment or promise to the customer that the product is of high standard and safe. NESTLE support the UNGC (United Nations Global Compact’s). UNGC guiding principles on human rights, their aim and labour to offer an example of better labour practices and human rights’ all over his business activities. Nestle people played a major role for his success. Nestle people give the equal respect and dignity to each other and expect from the every employee to share and contribute their opinions and views to improve Company personal development and results and also promote a sense of personal responsibility. Nestle recruit motivated and competent people, who know and respect our values, provide equal opportunities for their advancement, development, protect their privacy and do not tolerate any form of discrimination or harassment.

雀巢是知名的快速消费品公司之一。在世界各地，雀巢的名字代表着对客户的承诺或承诺，即产品是高标准和安全的。NESTLE支持UNGC（联合国全球契约）。联合国大会关于人权、其目标和劳工的指导原则，以在其商业活动中提供更好的劳工做法和人权的范例。雀巢人对他的成功起了重要作用。雀巢员工相互给予同等的尊重和尊严，并期望每位员工分享和贡献自己的意见和观点，以改善公司的个人发展和成果，同时促进个人责任感。雀巢招聘有积极性和能力的员工，他们了解并尊重我们的价值观，为他们的发展提供平等机会，保护他们的隐私，不容忍任何形式的歧视或骚扰。

Human resources of an organization can provide it with a reasonable advantage over its competitors in the fast changing environment. This calls for the strategic management of human resources for the accomplishment of corporate objectives.

在快速变化的环境中，组织的人力资源可以为其提供比竞争对手更合理的优势。这要求对人力资源进行战略管理，以实现公司目标。

STRATEGIC HUMAN RESOURCE MANAGEMENT is called as the linking of strategic goals with human resources. No. of objectives in order to enhance or to develop an organizational culture, to improve organization performance and that fosters flexibility, innovation, and sustainable competitive advantage is called. HRM practices of an organization give its an edge over its competitors, thereby leading to strategic human resource management.

战略人力资源管理被称为将战略目标与人力资源联系起来。为增强或发展组织文化、提高组织绩效以及促进灵活性、创新和可持续竞争优势而制定的目标数量被称为。一个组织的人力资源管理实践使其比竞争对手更具优势，从而实现战略性人力资源管理。

KEY FACTORS OF SHRM PROCESS 战略人力资源管理过程的关键因素

– The outcomes of the Strategic Human Resource Management (SHRM) process – which should be evaluated both qualitatively as well as quantitatively.战略人力资源管理（SHRM）过程的结果–应进行定性和定量评估。

– The business strategy – it alters and is altered by the SHRM process and which provide the business a good thought of direction.业务战略–它改变了SHRM流程，并被SHRM流程所改变，为业务提供了良好的方向思考。

– The external environment – which is flexible and dynamic in the present global business scenario.外部环境–在当前的全球业务场景中是灵活和动态的。

– The internal environment – The general culture and the organizational context which is prevalent in the organization.内部环境–组织中普遍存在的一般文化和组织环境。

VISUAL DEPICTION OF THE SHRM PROCESS 战略人力资源管理过程的可视化描述

HUMAN RESOURCE MANAGEMENT WITH BUSINESS OUTCOME 人力资源管理与业务成果

STRONG AND FOCUSED VISION 强烈而专注的愿景

HUMAN RESOURCING 人力资源

OPEN COMMUNICATION 开放式通信

PERFORMANCE APPRAISAL 绩效评估

CHALLENGES AND ADVENTURES 挑战和冒险

SHARING OF INFORMATION 信息共享

SHAPING THE WORKING CULTURE 塑造工作文化

CONTINUOUS DEVELOPMENT  持续发展

STAGES OF STRATEGIC HRM PLANNING PROCESS 战略人力资源管理规划过程的阶段

Strategic human resource management is the process by which managers design the mechanisms of an HRM system to be reliable with each other, with the organization’s plans and goals and with other essentials of organizational architecture. The main role of strategic HRM is the improvement of an HRM system that increases an organization’s awareness, worth, invention, and productivity to customers. Strategic human resource planning (SHRP) involves four distinct stages:

战略人力资源管理是管理者设计人力资源管理系统机制的过程，使其与组织的计划和目标以及组织架构的其他要素相互可靠。战略人力资源管理的主要作用是改进人力资源管理系统，提高组织对客户的认识、价值、发明和生产力。战略人力资源规划（SHRP）包括四个不同的阶段：

– Situational analysis/environmental scanning.情景分析/环境扫描

– Estimating demand for human resources.估算人力资源需求

– Analyzing the supply of human resources.分析人力资源供应

– Developing action plans to close any gap between human resource demand and supply.制定行动计划，以缩小人力资源需求和供应之间的差距

The first stage of HR planning is the point at which strategic planning and HRM interact. HR planners anticipate sources of threats and identify and should drive the organization’s strategic planning and opportunities with the help of Environmental scanning. The strategic ideas or plan implement to environmental circumstances, and HR planning is the mechanisms that an organization can use to accomplish this adaptation process.

人力资源规划的第一阶段是战略规划和人力资源管理相互作用的阶段。人力资源规划人员预测威胁来源，并在环境扫描的帮助下确定并推动组织的战略规划和机遇。根据环境情况实施的战略思想或计划，人力资源规划是组织可以用来完成这一适应过程的机制。

The second stage, forecasting demand, requires estimating not only how many but also what kinds of employees will be needed by the organization. The demand for employees should be closely tied to the strategic direction of the organization. Forecasting yields advance estimates of the organization’s staffing requirements. This is a difficult task, especially for organizations in rapidly changing environments. Four forecasting techniques include expert estimates, trend projections, statistical modeling, and unit-demand forecasting. Estimate by no of expert, a group of experienced or expert provides the organization with demand estimates based on subjective assessments of available economic, intuition, prior experience, and labor force indicators. Trend projection involves forecasting which is based on a previous relationship between the employment and a factor related to employment (e.g. sales levels). Statistical modeling techniques (e.g. regression analysis or Markov analysis) are more quantitative forecasting and sophisticated techniques. Unit-demand forecasting requires the unit managers (e.g. department head, project team leader) to analyze the present and future job-by-job, people-by-people needs.

第二阶段，预测需求，不仅需要估计组织需要多少员工，还需要估计哪些类型的员工。对员工的需求应与组织的战略方向密切相关。预测可提前估计组织的人员需求。这是一项艰巨的任务，尤其是对于处于快速变化环境中的组织而言。四种预测技术包括专家估计、趋势预测、统计建模和单位需求预测。由非专家、经验丰富或专家组成的小组根据对可用经济、直觉、先前经验和劳动力指标的主观评估，向组织提供需求估计。趋势预测包括基于就业和与就业相关的因素（如销售水平）之间的先前关系进行预测。统计建模技术（例如回归分析或马尔可夫分析）是更为定量的预测和复杂的技术。单位需求预测要求单位经理（如部门负责人、项目团队负责人）逐个工作、逐个人的需求分析当前和未来的工作。

The third phase involves studying the number and types of current employees in terms of the training and skills necessary for the future and also the supply of capable workers in the outside labor market. The skills inventory is a major tool used to assess the internal supply of employees. A skills inventory is a list of names, skills and characteristics of the people currently working for the organization. The list of skills coded into the skills inventory should be tailored to the needs for the organization, but might include such factors as level and field of education, knowledge of a foreign language, professional qualification or certification, or licenses held. The organized inventory provides a way to acquire these data and makes them available as needed in an efficient manner. Also important is the need to maintain the inventory so that information is kept current. With regard to the external labor market, the entire country (or world) may be the relevant labor market for highly skilled jobs. For unskilled jobs the relevant labor market is usually the local community.

第三阶段涉及研究现有员工的数量和类型，包括未来所需的培训和技能，以及外部劳动力市场中有能力的工人的供应。技能盘点是评估员工内部供应的主要工具。技能清单是当前为组织工作的人员的姓名、技能和特征的列表。技能清单中的技能列表应根据组织的需要进行调整，但可能包括教育水平和领域、外语知识、专业资格或证书或持有的执照等因素。有组织的库存提供了获取这些数据的方法，并以有效的方式根据需要提供这些数据。同样重要的是需要维护库存，以便信息保持最新。关于外部劳动力市场，整个国家（或世界）可能是高技能工作的相关劳动力市场。对于非技术性工作，相关的劳动力市场通常是当地社区。

After the HR planning system has analyzed both the supply of and the demand for future workers, the two forecasts are compared to determine what, if any, actions are necessary. If a discrepancy exists between the two estimates, the organization needs to choose an appropriate course of action designed to eliminate the gap. The organization has a number of options available when the demand for workers is greater than the supply of workers. The organization might elect to use overtime work with current employees, increase training and promotions of current employees, or recruit new employees. In tight labor markets, the availability of labor is limited (i.e. demand exceeds supply), driving up the price of those employees who are hired, and limiting the extent to which the organization can be selective in its hiring procedures. In a loose labor market, qualified employees are abundant. When the supply of workers exceeds demand, alternative solutions include attrition, early retirements, demotions, layoffs, and terminations.

在人力资源规划系统分析了未来工人的供应和需求后，将对两个预测进行比较，以确定需要采取哪些行动（如果有的话）。如果两个估计值之间存在差异，组织需要选择适当的行动方案，以消除差距。当对工人的需求大于工人的供应时，该组织有许多可用的选择。组织可能选择与现有员工一起加班，增加现有员工的培训和晋升，或招聘新员工。在紧张的劳动力市场中，劳动力的可用性是有限的（即需求超过供应），从而推高了被雇佣员工的价格，并限制了组织在招聘程序中的选择性。在一个宽松的劳动力市场中，合格的员工非常充足。当工人供不应求时，替代解决方案包括自然减员、提前退休、降职、裁员和解雇。

STRATEGIC HRM AT NESTLE 雀巢的战略人力资源管理

Nestlé aims to increase the business, list of customers, profits and sales but, at the same time, to improve the Standard of living everywhere it is active and the quality of life for everyone. Nestlé is also convinced that nestle employees is the strength of the Company and it is impossible to achieved without their energy and their commitment, which makes people its most important asset. Involvement of people and also showing their interest at all levels starts with the basic and appropriate information on the Company’s activities and also on the specific aspects of their work. Through shared their views, ideas and communication and focused vision, everyone is invited to share and contribute there opinions and views to improvements enhancing Company personal development and results.

雀巢的目标是增加业务、客户名单、利润和销售额，但同时也要提高其所在地区的生活水平和每个人的生活质量。雀巢还坚信，雀巢员工是公司的力量，没有他们的精力和承诺是不可能实现的，这使员工成为公司最重要的资产。让员工参与并在各个层面表现出他们的兴趣，首先是有关公司活动以及他们工作的具体方面的基本和适当信息。通过分享他们的观点、想法和沟通以及专注的愿景，邀请每个人分享和贡献他们的意见和观点，以提高公司的个人发展和成果。

Currently human resource is the term which is in demand of every organization. By using the HR policies companies are able to describe the combination of organizational management personnel functions with achievement, Knowledge, relation between employees, employees experience and how to utilize resource at different levels.

目前，人力资源是每个组织都需要的术语。通过使用人力资源政策，公司能够描述组织管理人员职能与成就、知识、员工之间的关系、员工经验以及如何在不同级别利用资源的组合。

PURPOSE 目的

By using the HR policies an organization can be transparent with their employees on 通过使用人力资源政策，组织可以在

organization environment 组织环境

Employee expectation from the company 公司对员工的期望

Company expectation from their employees 员工对公司的期望

What are the company policies and how the polices apply. 公司的政策是什么？政策如何适用。

What are the acceptable behavior 可接受的行为是什么

What is the behavior of the workforce that can’t be accepted? 员工的哪些行为是不可接受的？

The policies are basically used to help an organization to explain that it reach the requirements for training, variety, principles. If an Organization want to fire any employee in this case it may be necessary for the organization to show the reason of the complaint with the employee contract and also all the others legal documents.

这些政策基本上是用来帮助一个组织解释它达到了培训、多样性和原则的要求。在这种情况下，如果一个组织想要解雇任何员工，该组织可能需要在员工合同和所有其他法律文件中说明投诉的原因。

HR management policies are important for those companies that do not want and personnel issues in future. Complete HR solution which covers human resource policy solutions, evaluation services, professional human resource advice and job description writing given to the customers.

人力资源管理政策对于那些不希望的公司和未来的人事问题非常重要。完整的人力资源解决方案，包括人力资源政策解决方案、评估服务、专业人力资源建议和向客户提供的工作描述。

Common Sense would seem to dictate the necessity of having written policies and procedures covering all aspects of the employee/organization relationship. Yet, there are organizations with few or no written policies. In fact, there are organizations that have never considered developing policies and procedures-written or otherwise. There are organizations with written policies and procedures that read well but have no relationship to the needs of the organization/company or employees. There are organizations with elaborate sets of policies and procedures that no one seems to read, let alone follow, and there are organizations that appear to use their policies and procedures primarily as rules for identifying and punishing infractions.

常识似乎规定了制定涵盖员工/组织关系所有方面的书面政策和程序的必要性。然而，有些组织很少或没有书面政策。事实上，有些组织从未考虑过制定书面或其他形式的政策和程序。有些组织的书面政策和程序读起来很好，但与组织/公司或员工的需求无关。有些组织制定了一套精心制定的政策和程序，似乎没有人阅读，更不用说遵守，有些组织似乎主要将其政策和程序用作识别和惩罚违规行为的规则。

In actuality, HR policies-实际上，人力资源政策-

Provide clear communication between organization/company and its employees regarding conditions of employment.在组织/公司及其员工之间就雇佣条件进行明确沟通。

Form a basis for treating all employees fairly and equally.形成公平、平等对待所有员工的基础。

Are a set of guidelines for supervisors and managers.是一套针对主管和经理的指南。

Create a basis for developing employee handbooks.为制定员工手册奠定基础。

Establish a basis for regularly reviewing possible changes affecting employees.建立定期审查可能影响员工的变更的基础。

To fulfill all these purposes and objectives, Policies should:为实现所有这些目的和目标，政策应：

Be clear and specific, but provide adequate flexibility to meet changing conditions.要明确和具体，但要提供足够的灵活性以满足不断变化的条件。

Comply with all appropriate federal and state laws and regulations.遵守所有适当的联邦和州法律法规。

STEPS FOR SHRM 战略人力资源管理步骤

Job Design 工作设计

Recruitment & Selection 招聘和选拔

Training & Development 培训与发展

Pay structure 薪酬结构

Benefits 福利

Performance Management 绩效管理

Rewards and Incentives 奖励和激励

Maintenance: Welfare维护：福利

JOB DESIGN: Job design refers to the way the tasks are combines to form a complete job. Job design is a process which joins the intrinsic and extrinsic relationship, tasks, and the candidate experiences and educations required like knowledge, qualification, skill and capabilities for every type of task that meet the requirements of organization and employees.

工作设计：工作设计是指将任务组合成一个完整工作的方式。工作设计是一个结合内在和外在关系、任务以及应聘者所需的经验和教育的过程，如满足组织和员工要求的各类任务所需的知识、资质、技能和能力。

The job design under NESTLE is a very detailed and based on strategic process.NESTLE下的工作设计是一个非常详细且基于战略的过程。

The company incorporates practices like Job Enrichment and Job Enlargement, to motivate employees and to break the monotony of their job tasks. The correspondent herself works in both sales and brand management departments, which is an example of job enlargement.

该公司采用了工作充实和工作扩大等做法，以激励员工，打破工作任务的单调乏味。记者本人在销售和品牌管理部门工作，这是一个职位扩大的例子。

– Nestle HR policy- Nestle group used this policy to covers those rules which create a sound basis for well-organized and active HR Management around the world.–雀巢人力资源政策-雀巢集团使用该政策来涵盖那些为全世界组织良好、积极的人力资源管理奠定良好基础的规则。

2. RECRUITMENT & SELECTION: Recruitment is the process of developing and maintaining adequate manpower resources. Recruitment is basically a process to select the interested candidates and divide the candidates in different- pool of prospective employees, so that the recruiters are able to select the right candidate from this pool.

招聘和选拔：招聘是开发和保持充足人力资源的过程。招聘基本上是一个选择感兴趣的候选人并将候选人分为不同的潜在员工库的过程，以便招聘人员能够从这个库中选择合适的候选人。

The recruitment process at Nestle is clearly defined.雀巢的招聘流程有明确规定。

– People with qualities like dynamism, realism, loyalty, pragmatism, hard work, honesty and reliable.具有活力、现实主义、忠诚、务实、勤奋、诚实和可靠等品质的人。

– Match between candidate’s values & company’s culture.候选人的价值观和公司文化之间的匹配。

– Recruitment for management levels takes place in the head office and all others at the branch level. The existing employees are promoted to higher posts as per the requirements. There are no lateral recruitments. Another source of recruitment is campus placements and human resource consultancies.管理层的招聘在总部和所有其他分支机构进行。现有员工按照要求晋升至更高职位。没有横向招聘。另一个招聘来源是校园实习和人力资源咨询。

Selection-Combination of written test, GD & interview (Interviews for top Management posts).笔试、GD和面试（高级管理职位面试）的选择组合。

3. TRAINING & DEVELOPMENT: Training is a major and also an important part of organized activity for increasing the skills and knowledge of people and also to understand the deep knowledge of task that what they have to perform or for a definite purpose. It involves systematic procedures for imparting technical know-how to the employees so as to increase their knowledge and skills for doing specific jobs with proficiency.

培训与发展：培训是一项重要的活动，也是有组织活动的重要组成部分，有助于提高人们的技能和知识，并了解他们必须执行的任务或特定目的的深层知识。它涉及向员工传授技术诀窍的系统程序，以提高他们熟练从事特定工作的知识和技能。

From the Company floor to the upper management, training at Nestlé is continuous. Nestlé people provide this training and it is constantly appropriate to the professional life.从公司层到高层管理层，雀巢的培训是持续的。雀巢的员工提供这种培训，而且这种培训始终适合职业生活。

Nestle provides the following-雀巢提供以下内容-

– Literacy training-to upgrades essential literacy skills, especially for workers who operate new equipment (‘Mission-directed Work Team Approach’). Employees are also sent abroad to study markets, consumer tastes etc.培训，以提高基本的扫盲技能，尤其是对操作新设备的工人（“任务导向工作团队方法”）。员工还被派往国外研究市场、消费者口味等。

– Nestle Apprenticeship Programmes.雀巢学徒计划。

Local Training Programmes-on issues ranging from technical, leadership, and communication and business economics. Employees are also sent abroad to study markets, consumer tastes etc.关于技术、领导力、沟通和商业经济等问题的地方培训计划。员工还被派往国外研究市场、消费者口味等。

Nestle people development review- this policy throws light on Nestlé’s culture and core values, different training programs and life of employees after work.雀巢员工发展回顾-该政策揭示了雀巢的文化和核心价值观、不同的培训计划以及员工的工作后生活。

– Nestle leadership and management principles- it describe the management style and the corporate values of the Nestlé Group, specifically in the area of interpersonal relations.雀巢的领导和管理原则-它描述了雀巢集团的管理风格和企业价值观，特别是在人际关系方面。

4. PAY STRUCTURE: Pay Structure is basically used to set the salary structure of the employees according to the level of job, or group of jobs and also consider basic salary, overtime and bonus. We can also call pay structure as salary structure.

薪酬结构：薪酬结构基本上用于根据工作级别或工作组设置员工的薪酬结构，并考虑基本工资、加班费和奖金。我们也可以将薪酬结构称为薪酬结构。

– Nestle strives to offer fair remuneration. Remuneration level is above the average in industry.雀巢努力提供公平的薪酬。薪酬水平高于行业平均水平。

– The variable component of the salary is comparatively big to reward individual Performance.薪酬的可变部分相对较大，以奖励个人绩效。

– In case of higher management level, the variable part is linked to individual & team target achievements.如果是更高的管理层，可变部分与个人和团队目标成就相关。

5. BENEFITS: Nestle offers no. of benefits to their employees to fulfill their expectation like Health insurance for his and his family members, PF, reimbursements (Car, Phone) etc. Take all the necessary steps for the protection of the employees during work with Nestle.

福利：雀巢为员工提供多项福利，以满足他们的期望，如为员工及其家庭成员提供健康保险、PF、报销（汽车、电话）等。在雀巢工作期间，采取一切必要措施保护员工。

The following benefits are provided to all employees, with no discrimination-无歧视地向所有员工提供以下福利

– Leave-Personal & Medical (fixed no. per year)事假和医疗假（每年固定人数）

– Children Education Assistance Scheme 儿童教育援助计划

– Provident fund 公积金

– Retirement Gratuity Scheme 退休酬金计划

– Group Insurance & Accidental Insurance Scheme 团体保险和意外保险计划

– Conveyance Reimbursements 运输补偿

– Residential Accommodation 住宅住宿

– Monthly health check-ups & free consultation for self & family etc.每月健康检查，为自己和家人提供免费咨询等。

6. PERFORMANCE MANAGEMENT: Performance management includes all standard procedures used to appraise contributions, potentials and personalities of group members in a working organization. It is a process which is important for making accurate and impartial decisions on employees for secure information.

绩效管理：绩效管理包括用于评估工作组织中团队成员的贡献、潜力和个性的所有标准程序。这是一个对员工做出准确、公正的安全信息决策非常重要的过程。

At Nestle performance appraisals of Employees are done in order to understand each employee’s abilities, competencies and relative merit.雀巢对员工进行绩效评估，以了解每位员工的能力、能力和相对价值。

– Formal assessment by Line Managers and HR once a year with feedback.直线经理和人力资源部每年进行一次正式评估，并提供反馈。

– Subordinate can question an unfair evaluation.下属可以质疑不公平的评价。

– Specific Key Performance Indicators have been enlisted by the HR department.人力资源部已列出具体的关键绩效指标。

– One of the important key performance indicators is achievement following the 重要的关键绩效指标之一是

Nestle management and leadership principles.雀巢管理和领导原则。

– Remuneration structure and promotion criteria take into account individual.薪酬结构和晋升标准考虑到个人。

7. REWARDS & INCENTIVES: it consists of a variety of modules that can be presented to reward employees and identify unique performance. The structure is based on consistent, delivering equitable and fair rewards to a differentiated group to encourage the employees to generate new ideas in improving the workplace productivity and consists of the following non-financial and financial rewards.

奖励和激励：它由各种模块组成，可用于奖励员工并确定独特的绩效。该结构基于一致、公平和公平的奖励，以鼓励员工在提高工作效率方面产生新想法，包括以下非财务和财务奖励。

– ‘Passion to Win’ awards- These quarterly awards have been institutionalized to reward those who over-achieve their targets.赢得激情”奖-这些季度奖已制度化，以奖励超额完成目标的人。

– Long-service Awards- To recognize employees who have been with the company for more than 30 years.长期服务奖-表彰在公司工作超过30年的员工。

– ‘Nestle Idea Award’- It was found from the correspondent that the company institutes Nestle Idea Award every quarter to recognize and award employees who come up with relevant and innovative ideas which have the potential of being implemented at Nestle.“雀巢创意奖”-据记者了解，该公司每季度都会设立雀巢创意奖，以表彰和奖励提出相关创新创意并有潜力在雀巢实施的员工。

8. MAINTENANCE 维护

A) EMPLOYEE RELATIONS: Employee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems which arise out of or affect work situations.

 员工关系：员工关系涉及到维护雇主与员工关系的一系列工作，这些关系有助于提高生产力、激励和士气。从本质上讲，员工关系与预防和解决工作环境中产生或影响工作环境的问题有关。

Nestle provides a very healthy working environment which is one of the reasons why Nestlé’s employees state their commitment level to be very high.雀巢提供了一个非常健康的工作环境，这也是雀巢员工表示其承诺水平非常高的原因之一。

– Employee turnover is less than 5%., which is considered to be very low for a Multinational Corporation.员工流动率低于5%。，这对于跨国公司来说被认为是非常低的。

– Nestle has a open culture & upward communication especially in case of grievance redressal.雀巢拥有开放的文化和向上的沟通，尤其是在申诉补救的情况下。

– Work/Life balance is given importance, as illustrated in the Nestle Human Resource Policy document.工作/生活平衡非常重要，如雀巢人力资源政策文件所示。

– ‘Nestle Family’ annual events are organized by their HR department whereby employees along with their families are invited.“雀巢家族”年度活动由其人力资源部组织，邀请员工及其家人参加。

– Emphasis is laid on safety of employees (Nestle Policy on Health and Safety at Work).强调员工的安全（雀巢工作健康与安全政策）。

B) SAFETY & HEALTH: Risk assessment must be required in an organization to identify any type of miss happening or danger in the workplace and should be able to identify or known the steps to be taken to handle the condition.

安全与健康：必须在组织中进行风险评估，以识别工作场所发生的任何类型的事故或危险，并应能够识别或知道处理该情况所需的步骤。

The Nestle Operational Safety, Health and Risk-Management Strategy document illustrates that:雀巢运营安全、健康和风险管理战略文件说明：

– Nestle is dedicated to safe & healthy work environment.雀巢致力于安全健康的工作环境。

– Regular safety assessments & audits take place by internal & external bodies.内部和外部机构定期进行安全评估和审计。

CHANGE MANAGEMENT 变更管理

– Nestle has adjusted to the ever-changing external environment for the last 140 years since its inception 1866 without losing its fundamental views and fundamental values. It manages Change and drives sustainable profitable growth by following the policy of making gradual changes instead of making drastic and risky changes.

雀巢自1866年成立以来，在过去140年中一直在适应不断变化的外部环境，但没有失去其基本观点和基本价值观。它通过遵循循序渐进的政策，而不是进行剧烈而冒险的变革，来管理变革并推动可持续的盈利增长。

– ERP implementation- In June 2000, Nestle SA signed a contract of $200 million with SAP with additional $80 million for maintenance and consulting to install an ERP system for its global enterprise to maintain centralize a multinational that subsidiaries in 80 countries and have owns 200 operating companies. While the ERP system was likely to have long-term benefits, the project touched the corporate structure and culture.

ERP实施——2000年6月，雀巢公司与SAP签订了一份价值2亿美元的合同，另外还有8000万美元用于维护和咨询，为其全球企业安装ERP系统，以维护一家在80个国家设有子公司并拥有200家运营公司的跨国公司。虽然ERP系统可能会带来长期效益，但该项目触及了企业结构和文化。

The structure was decentralized, and it tried to centralize it. This was initially opposed by employees but with subsequent measures taken by the HR like training etc., this has been successfully implemented.

该结构是分散的，并试图将其集中起来。这一点最初遭到了员工的反对，但随着人力资源部随后采取的措施，如培训等，这一点已成功实施。

CONCLUSIONS AND RECOMMENDATIONS 结论和建议

The Model employed by Nestle is one of High Performance, High involvement and high commitment. Nestle is unique in the sense that it has been able to successfully inculcate its business objective as well as its core values, consistently in its employees day-to-day activities starting from recruitment till continuous performance appraisals. Like, open and flexible culture is ensured by way of providing training programs to employees at all the levels.

雀巢采用的模式是一种高绩效、高参与度和高承诺的模式。雀巢的独特之处在于，它能够在员工从招聘到持续绩效评估的日常活动中成功灌输其商业目标和核心价值观。比如，通过向各级员工提供培训计划，确保开放和灵活的文化。

This kind of culture is also supported by decentralized structure of Nestle. Transparent performance appraisal systems and the freedom given to them to question their seniors benefit not only the employees but even the organization as a whole. Nestle’s emphasis on individual achievement is evident from the kind of pay structure HR has designed for its employees.

这种文化也得到了雀巢分散结构的支持。透明的绩效考核制度和给予他们质疑上司的自由不仅有利于员工，也有利于整个组织。雀巢对个人成就的重视从HR为员工设计的薪酬结构中可见一斑。

Need to develop consultation/awareness program to assist the employees for their better understanding of the policies.

需要制定咨询/意识计划，以帮助员工更好地理解政策。

More incentives should be offered to the employees who provide continuous services to the organization.

应向为组织提供持续服务的员工提供更多激励。

Nestlé, maintain their essential principles and fundamental value from their past historical experience from village operation to the international leading food company which is important for long-term achievement and success. Nestle used HR policies from the last many years and as the company size is growing, increase the difficulty to a dimension which make the demands of research and development of its organization. Nestle motivation is depend upon the willingness to understand and to put query about what & why it is doing it, along with respect to Nestlé values, will guarantee its victory.

Assignment范文总结雀巢从过去的村庄运营到国际领先的食品公司的历史经验中，保持其基本原则和基本价值，这对长期成就和成功至关重要。雀巢使用了过去多年的人力资源政策，随着公司规模的不断扩大，这将增加其难度，从而满足其组织研发的需求。雀巢的动机取决于是否愿意理解和质疑雀巢在做什么和为什么，以及雀巢的价值观，这将保证雀巢的胜利。本站提供各国各专业留学生Assignment写作指导服务，如有需要可咨询本平台。