20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
Unit 3: Human
Resource
Management
1
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
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Contents
Activity 1: Report (LO1, LO2, LO3) ...................................................................................................... 3
1. Introduction to Human Resource Management .............................................................................. 3
2. Areas of Unilever’s HRM and their Contribution to Organisational Performance ......................... 3
3. Examination of Strategic HRM in Relation to the Changing Effects on Unilever and Its Business
Environment............................................................................................................................................ 6
4. Factors that Impact Decision-Making Process of Unilever’s HRM ............................................... 8
5. Recruitment and Retention Process at Unilever Pakistan ............................................................. 12
6. Employee Retention Strategies at Unilever Pakistan .................................................................... 16
7. Strengths and Weaknesses of Unilever’s HRM in terms of Business Success…………………..19
8. Roadmap to Strengthen Talent Management Strategy of Unilever Pakistan ................................ 22
Activity 2: Training Session (LO4) ...................................................................................................... 24
1. Recruitment and Selection in Practice: ......................................................................................... 24
2. Performance Management: ........................................................................................................... 27
3. Employee Relations ...................................................................................................................... 30
References ............................................................................................................................................. 32
2
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20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
Activity 1: Report (LO1, LO2, LO3)
1. Introduction to Human Resource Management
Human Resource Management is the process of managing people in organisations in a
structured and thorough manner (Aktar, et al., 2012). It covers various aspects like
recruitment, selection, training, development, performance appraisal, compensation, labour
relations and more. Examples include recruiting new employees, managing employee
benefits, conducting performance reviews and implementing workplace policies (Beardwell,
2007). HRM is a critical part of any organisation as it helps them to maximise the
productivity and efficiency of their workforce.
2. Areas of Unilever’s HRM and their Contribution to
Organisational Performance
Recruitment and Selection:
Unilever’s HRM contributes to
organisational performance through an
effective recruitment process. Unilever
focuses on attracting and selecting the right
candidate for the job (Al-Kassem, 2017). It
uses a variety of methods to assess
candidates such as interviews, psychometric
tests, work samples and assessment centres.
This helps to ensure that the best candidate is chosen for the job (BBC, 2021). Also, Unilever
also utilises technology to help with the recruitment process such as online job postings and
social media to reach a wider audience.
Performance Management:
Unilever’s HRM also contributes to organisational performance through its performance
management process (Arora, 2016). Its performance management system is designed to help
employees set and achieve goals, support their development and reward them for their
achievements (Beer, 2017). The performance management system also helps to ensure that
3
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
, 20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
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20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
employees are held accountable for their performance and that their progress is tracked and
monitored.
Learning & Development:
Unilever’s HRM also contributes to organisational performance through various learning and
development processes. It provides employees with the opportunity to develop their skills and
abilities through a range of learning and development activities (Boon, 2019). These activities
include formal training workshops, e-learning courses and on-the-job training. This helps to
ensure that employees are equipped with the necessary skills and knowledge to excel in their
roles.
Succession Planning:
Unilever’s HRM also contributes to organisational
performance through an extensive succession
planning process. Its succession planning process
is designed to ensure that the right people are in
the right roles at the right time (Cooke, 2018). This
helps to ensure that the organisation is able to meet
its strategic objectives and that employees are able
to move up the career ladder.
Compensation and Benefits:
Unilever’s HRM also contributes to organisational performance through its compensation and
benefits processes. It offers a competitive range of compensation and benefits packages to its
employees, including health insurance, pension plans and life insurance (Delery, 2017). This
helps to ensure that employees are motivated and that they are rewarded for their hard work
and dedication.
HR Information Systems:
Unilever’s HRM also contributes to organisational performance through its HR information
systems. It uses HR information systems to store and manage employee information such as
payroll and attendance data (HR zone , 2021). This helps to ensure that the organisation is
4
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20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
Unit 3: Human
Resource
Management
1
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
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20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
Contents
Activity 1: Report (LO1, LO2, LO3) ...................................................................................................... 3
1. Introduction to Human Resource Management .............................................................................. 3
2. Areas of Unilever’s HRM and their Contribution to Organisational Performance ......................... 3
3. Examination of Strategic HRM in Relation to the Changing Effects on Unilever and Its Business
Environment............................................................................................................................................ 6
4. Factors that Impact Decision-Making Process of Unilever’s HRM ............................................... 8
5. Recruitment and Retention Process at Unilever Pakistan ............................................................. 12
6. Employee Retention Strategies at Unilever Pakistan .................................................................... 16
7. Strengths and Weaknesses of Unilever’s HRM in terms of Business Success…………………..19
8. Roadmap to Strengthen Talent Management Strategy of Unilever Pakistan ................................ 22
Activity 2: Training Session (LO4) ...................................................................................................... 24
1. Recruitment and Selection in Practice: ......................................................................................... 24
2. Performance Management: ........................................................................................................... 27
3. Employee Relations ...................................................................................................................... 30
References ............................................................................................................................................. 32
2
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20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
Activity 1: Report (LO1, LO2, LO3)
1. Introduction to Human Resource Management
Human Resource Management is the process of managing people in organisations in a
structured and thorough manner (Aktar, et al., 2012). It covers various aspects like
recruitment, selection, training, development, performance appraisal, compensation, labour
relations and more. Examples include recruiting new employees, managing employee
benefits, conducting performance reviews and implementing workplace policies (Beardwell,
2007). HRM is a critical part of any organisation as it helps them to maximise the
productivity and efficiency of their workforce.
2. Areas of Unilever’s HRM and their Contribution to
Organisational Performance
Recruitment and Selection:
Unilever’s HRM contributes to
organisational performance through an
effective recruitment process. Unilever
focuses on attracting and selecting the right
candidate for the job (Al-Kassem, 2017). It
uses a variety of methods to assess
candidates such as interviews, psychometric
tests, work samples and assessment centres.
This helps to ensure that the best candidate is chosen for the job (BBC, 2021). Also, Unilever
also utilises technology to help with the recruitment process such as online job postings and
social media to reach a wider audience.
Performance Management:
Unilever’s HRM also contributes to organisational performance through its performance
management process (Arora, 2016). Its performance management system is designed to help
employees set and achieve goals, support their development and reward them for their
achievements (Beer, 2017). The performance management system also helps to ensure that
3
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
, 20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
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20230727201921_64c2d14977bfe_unit_3_human_resource_management__hrm_.docx
employees are held accountable for their performance and that their progress is tracked and
monitored.
Learning & Development:
Unilever’s HRM also contributes to organisational performance through various learning and
development processes. It provides employees with the opportunity to develop their skills and
abilities through a range of learning and development activities (Boon, 2019). These activities
include formal training workshops, e-learning courses and on-the-job training. This helps to
ensure that employees are equipped with the necessary skills and knowledge to excel in their
roles.
Succession Planning:
Unilever’s HRM also contributes to organisational
performance through an extensive succession
planning process. Its succession planning process
is designed to ensure that the right people are in
the right roles at the right time (Cooke, 2018). This
helps to ensure that the organisation is able to meet
its strategic objectives and that employees are able
to move up the career ladder.
Compensation and Benefits:
Unilever’s HRM also contributes to organisational performance through its compensation and
benefits processes. It offers a competitive range of compensation and benefits packages to its
employees, including health insurance, pension plans and life insurance (Delery, 2017). This
helps to ensure that employees are motivated and that they are rewarded for their hard work
and dedication.
HR Information Systems:
Unilever’s HRM also contributes to organisational performance through its HR information
systems. It uses HR information systems to store and manage employee information such as
payroll and attendance data (HR zone , 2021). This helps to ensure that the organisation is
4
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