HRM Report-Training and Development

8/11/2019 HRM Report-Training and Development

1/17

INTRODUCTION

Origin

The report has been prepared as part of the requirement for our Managing Human Resources in

Organization (W501) course, in the EMBA program. The selected company, Unilever Bangladesh Ltd, was

duly approved by the course instructor Mrs. Khair Jahan Sogra. The topic of the Term paper report is

Impact of Training and Development on employee performance.

Objectives

Broad

To assess the impact of training and development on employee performance

Specific

To define and understand the benefits of Training Needs Assessment through literature review.

To analyze the business goal, skills required to meet these goals and determine the competency

gaps.

To identify appropriate learning interventions those address competency gaps and improve

workforce performance.

To assess the training and development practices for existing employees to understand the

subsequent impact on productivity and performance.

METHODOLOGY

In order to evaluate the present competency (knowledge, skills, attitudes, experiences etc.) level of the

Unilever employees and then determine the competency gaps, in-house qualitative data have been

obtained. All the secondary information has been collected from Unileversinternal documentation and

websites.

Population of Interest for the Research

Management employees of Unilever have been chosen as the target population of this research. Hence,

all the relevant analyses and representations included in this report are only restricted within this

population.


2/17

Qualitative Research Methodology

The objective for evaluating the in-house qualitative research was to understand the key competencies

to perform specific jobs, review the current competency level and finally determine the competency

gaps. In order to do so, the following competency methods have been used:

LIMITATIONS

The scope of this project has been limited to the management employees of Unilever only.

Hence, this report does not include the unionized employees.

The research is mostly based on secondary sources. However, due to improper documentations,

some judgmental techniques have been applied considering the average trend of the

population.

Considering the time frame, it was not possible to follow all the techniques of training needs

assessments (TNA).

Background of the Company

Overview of Unilever Bangladesh Limited

Unilever Bangladesh Limited is a subsidiary of Unilever, worlds one of the largest Household and

Personnel Care and Foods Manufacturer with an annual turnover of 50 Billion Euro. Unilever Bangladesh

Limited is the leading Household and Personnel Care producer in Bangladesh with 17 brands and

numerous sub-brands. They have been here in this country for the last forty years and have a huge

manufacturing facility in Kalurghat, Chittagong aside from five other third party production facilities.

Global Unilever

Unilever is a public limited company of Anglo-Dutch origin that owns many of the world's consumer

product brands in foods, beverages, home care and personal care products. Unilever employed more

than 174,000 people and had worldwide revenues of 50 Billion Euros in 2012 and operates in close to

100 countries around the globe.

Unilever is made up of two parent companies: Unilever NV which is based in Rotterdam,Netherlands,

and Unilever PLC inLondon,UK.Both these companies have the same directors and are in effect a single

business. The current non-executive Chairman isAntony Burgmans while Patrick Cescau is Group Chief

Executive.

Unilever's major competitors include Procter & Gamble, Nestl, Mars Incorporated, and Reckitt

Benckiser to name but a few.
http://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Rotterdamhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/Antony_Burgmanshttp://en.wikipedia.org/wiki/Procter_&_Gamblehttp://en.wikipedia.org/wiki/Nestl%C3%83%C2%A9http://en.wikipedia.org/wiki/Mars_Incorporatedhttp://en.wikipedia.org/wiki/Reckitt_Benckiserhttp://en.wikipedia.org/wiki/Reckitt_Benckiserhttp://en.wikipedia.org/wiki/Reckitt_Benckiserhttp://en.wikipedia.org/wiki/Reckitt_Benckiserhttp://en.wikipedia.org/wiki/Mars_Incorporatedhttp://en.wikipedia.org/wiki/Nestl%C3%83%C2%A9http://en.wikipedia.org/wiki/Procter_&_Gamblehttp://en.wikipedia.org/wiki/Antony_Burgmanshttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/Rotterdamhttp://en.wikipedia.org/wiki/Netherlandshttp://en.wikipedia.org/wiki/United_Kingdom


3/17

History of Unilever Bangladesh Ltd.

Lever Brothers Bangladesh has been operating in Bangladesh since 1948. The year 1964 marked a new

beginning for Kalurghat in Chittagong. It was in this year that Unilever Pakistan Ltd a subsidiary of

Unilever, the Anglo Dutch Consumer goods Company, decided to establish a manufacturing unit in

Kalurghat. Back in December of 2004 Lever Brothers Bangladesh Ltd changed its corporate identity to

Unilever Bangladesh Limited in line with the parent companies global identity. Over the years has

consolidated its strength in the FMCG sector until today, where it is now the leading consumer products

manufacturer in the country. Previously both the head offices and the factory were located in

Chittagong, but as of 2002 the corporate offices were shifter to Dhaka, whereas production remained at

Khalughat Heavy Industrial Area in Chittagong. Unilever started its quest to contribute to enhance the

quality of human life, not confining its mission to produce quality branded products, but also providing

opportunities of employment, developing ancillary industries, protecting the environment, and

propagating community development through social contributions.

In 1964, Unilever started producing mechanized soaps, thus ushering industrialization in the area.

Productions started off with Sunlight soap and Lifebuoy soap. Back in those days the average weekly

capacity was 50 to 60 tons. After meeting the local demands, surplus was shipped to Pakistan. However,

the political scenario was deteriorating and after a ravaging war in 1971, Bangladesh became an

independent country. It was after independence that Unilever Bangladesh Ltd was constituted with

Unilever owning 60.75% shares and the Government of Bangladesh owning the remaining 39.25%

shares.

Post liberation period evidenced accelerated growth for the company. Demand started rising and the

company continued its mission to meet consumer needs by producing quality soaps, introducing Lux -

the beauty soap and Wheel. Launched in 1972 Wheel entered the mechanised laundry category,

traditionally dominated by cottage soaps. It appealed to the consumers with unique care benefits for

hand and fabric, a generic weakness in cottage soaps. It gradually became the secret ally of Bangladeshi

women by extending the caring hand to ease her daily laundry chores.

The early eighties witnessed expansion of Unilever Bangladesh Ltd through diversification! Calibrating

direction, the mission now included enhancing quality of life through other personal products aspiring

aestheticism like sparkling white teeth, fresh breath, beautiful hair, and glowing skin. A Personal Product

Plant was established to manufacture shampoo, toothpaste, and skin care creams. In the early 90'sUnilever entered the tea-based beverage market introducing Lipton Taaza, Lever's flagship packet tea

brand, with the objective to be the most preferred tea of the Bangladeshi consumers.

The appetite to innovate and grow was insatiable. New products such as fabric washing powders were

manufactured for the first time with formulations technically suitable for conditions in Bangladesh at an


4/17

affordable price. Such washing powders led the country to witnessing a revolutionary change in washing

habits moving from direct application to significantly convenient solution wash.

Product formulations were of international standard and by tapping into the vast know-how base of the

parent Company - Unilever, Unilever was able to make the products available to the consumers at an

affordable price. The growth of the company provided ample employment opportunities both direct and

secondary with attendant fillip to the economy of the country.

Focused on meeting and responding to the needs of our consumers in Bangladesh, the journey to grow

and the quest for excellence continue unabated!

Unilever Bangladesh Limited at a Glance

Constitution : Unilever - 60.75% shares, Government of

Bangladesh - 39.25%

Operations : Home and Personal Care, Foods

Product Categories : Household Care, Fabric Cleaning, Skin Cleansing, Skin

Care, Oral Care, Hair Care, Personal Grooming, Tea

based Beverages

Manufacturing Facility : UBL has a Soap Manufacturing factory and a

Personal Products Factory located in Chittagong.

Besides these, there is a tea and a toothpowder

factory in Chittagong and five manufacturing units in

Dhaka, which are exclusively dedicated to Unilever.

Employees : Over 4000 people are provided direct employment

through our factories, distributors, and exclusive

manufacturers.

Unilever Bangladesh Limited Corporate Purpose:

Unilevers purpose is to meet the everyday needs of people everywhere. To anticipate the aspirations of

their consumers and customers and to respond creatively and competitively with branded products and

services those raise the quality of life.

Unilevers deep roots in local cultures and markets around the world are its unparalleled inheritance and

the foundation of the companys future growth. It brings its wealth of knowledge and international

expertise to the service of local customersa truly multi-local multinational.


5/17

Unilevers long-term success requires a total commitment to exceptional standards of performance and

productivity, to working together effectively and to a willingness to embrace new ideas and learn

continuously.

Unilever believes that to succeed requires the highest standards of corporate behavior towards their

employees, consumers and the societies and world in which we live.

This is Unilevers road to sustainable, profitable, growth for their business and long-term value creation

for their shareholders and employees.

Unilever Bangladesh Limited Mission

The mission of Unilever Bangladesh Limited is:

Continuous effort to meet the everyday needs of people everywhere

Unilever Bangladesh Limited Goals:

To manufacture high-standard products.

Promoting products to the highest extent

Producing large volume to achieve production cost economies.

Enabling quality products to be sold out at obtainable prices.

Organizational Structure:

The present Managing Director/Chairman of UBL is Mr. Kamran Bakr. There are five Management

Committee (MC) members in charge of the five departments:

Kamran Bakr

Chairman & Managing

Mohsin Ahmed

Customer

Development

Director

Vivek Anand

Finance Director

Aminur Rahman

Supply Chain

Director

KSM Minhaj

Brand Building

Director

Jerry Jose

Human

Resource

Director


6/17

The functions are:

Brands and Development

Supply Chain

Finance

Customer Development

Human Resource

LITERATURE REVIEW ON TRAINING NEEDS ASSESSMENT

INTRODUCTION

The training needs assessment is a critical activity for the training and development function. Whether

you are a human resource generalist or a specialist, you should be adept at performing a training needs

assessment. This paper will begin with an overview of the training and development function and howthe needs assessment fits into this process, followed by an in-depth look at the core concepts and steps

involved in conducting a training needs assessment.

BACKGROUND

Designing a training and development program involves a sequence of steps that can be grouped into

five phases: needs assessment, instructional objectives, design, implementation and evaluation. To be

effective and efficient, all training programs must start with a needs assessment. Long before any actual

training occurs, the training manager must determine the who, what, when, where, why and how of

training. To do this, the training manager must analyze as much information as possible about the

following:

Organization and its goals and objectives.

Jobs and related tasks that need to be learned.

Competencies and skills that are need to perform the job.

Individuals who are to be trained.

OVERVIEW OF TRAINING AND DEVELOPMENT

The first step in designing a training and development program is to conduct a needs assessment. The

assessment begins with a "need" which can be identified in several ways but is generally described as a

gap between what is currently in place and what is needed, now and in the future. Gaps can include

discrepancies/differences between:

What the organization expects to happen and what actually happens.


7/17

Current and desired job performance.

Existing and desired competencies and skills.

A need assessment can also be used to assist with:

Competencies and performance of work teams.

Problem solving or productivity issues.

The need to prepare for and respond to future changes in the organization or job duties.

The results of the needs assessment allows the training manager to set the training objectives by

answering two very basic questions: who, if anyone, needs training and what training is needed.

Sometimes training is not the solution. Some performance gaps can be reduced or eliminated through

other management solutions such as communicating expectations, providing a supportive work

environment, arranging consequences, removing obstacles and checking job fit.

Once the needs assessment is completed and training objectives are clearly identified, the design phase

of the training and development process is initiated:

Select the internal or external person or resource to design and develop the training.

Select and design the program content.

Select the techniques used to facilitate learning (lecture, role play, simulation, etc.).

Select the appropriate setting (on the job, classroom, etc.).

Select the materials to be used in delivering the training (work books, videos, etc.).

Identify and train instructors (if internal).

After completing the design phase, the training is ready for implementation:

Schedule classes, facilities and participants.

Schedule instructors to teach.

Prepare materials and deliver them to scheduled locations.

Conduct the training.

The final phase in the training and development program is evaluation of the program to determine

whether the training objectives were met. The evaluation process includes determining participant

reaction to the training program, how much participants learned and how well the participants transfer


8/17

the training back on the job. The information gathered from the training evaluation is then included in

the next cycle of training needs assessment. It is important to note that the training needs assessment,

training objectives, design, and implementation and evaluation process is a continual process for the

organization.

NEEDS ASSESSMENT

There are three levels of needs assessment: organizational analysis, task analysis and individual analysis.

Organizational analysis looks at the effectiveness of the organization and determines where training is

needed and under what conditions it will be conducted. The organizational analysis should identify:

Environmental impacts (new laws such as ADA, FMLA, OSHA, etc.).

State of the economy and the impact on operating costs.

Changing work force demographics and the need to address cultural or language barriers.

Changing technology and automation.

Increasing global/world market places.

Political trends such as sexual harassment and workplace violence.

Organizational goals (how effective is the organization in meetings its goals), resources

available (money, facilities; materials on hand and current, available expertise within the

organization).

Climate and support for training (top management support, employee willingness to

participate, responsibility for outcomes).

The information needed to conduct an organizational analysis can be obtained from a variety of

sources including:

Organizational goals and objectives, mission statements, strategic plans.

Staffing inventory, succession planning, long and short term staffing needs.

Skills inventory: both currently available and short and long term needs, organizational climateindices: labor/management relationships, grievances, turnover rates, absenteeism, suggestions,

productivity, accidents, short term sickness, observations of employee behavior, attitude

surveys, customer complaints.

Analysis of efficiency indices: costs of labor, costs of materials, quality of products, equipment

utilization, production rates, costs of distribution, waste, down time, late deliveries, repairs.


9/17

Changes in equipment, technology or automation.

Annual report.

Plans for reorganization or job restructuring.

Audit exceptions; reward systems.

Planning systems.

Delegation and control systems.

Employee attitudes and satisfaction.

Task analysis provides data about a job or a group of jobs and the knowledge, skills, attitudes and

abilities needed to achieve optimum performance.

There are a variety of sources for collecting data for a task analysis:

Job description-- A narrative statement of the major activities involved in performing the job

and the conditions under which these activities are performed. If an accurate job description is

not available or is out of date, one should be prepared using job analysis technique.

KSA analysis-- A more detailed list of specified tasks for each job including Knowledge, Skills,

Attitudes and Abilities required of incumbents.

Performance standards-- Objectives of the tasks of the job and the standards by which they

will be judged. This is needed to identify performance discrepancies.

Observe the job/sample the work.

Perform the job.

Job inventory questionnaire-- Evaluate tasks in terms of importance and time spent

performing.

Review literature about the job-- Research the "best practices" from other companies, review

professional journals.

Ask questions about the job-- Of the incumbents, of the supervisor, of upper management.

Analysis of operating problems-- Down time, waste, repairs, late deliveries, quality control.

Individual analysis analyzes how well the individual employee is doing the job and determines

which employees need training and what kind.


10/17

Sources of information available for a individual analysis include:

Performance evaluation -- Identifies weaknesses and areas of improvement.

Performance problems -- Productivity, absenteeism or tardiness, accidents, grievances, waste,

product quality, down time, repairs, equipment utilization, customer complaints.

Observation -- Observe both behavior and the results of the behavior.

Work samples -- Observe products generated.

Interviews -- Talk to manager, supervisor and employee. Ask employee about what he/she

believes he/she needs to learn.

Questionnaires -- Written form of the interview, tests, must measure job-related qualities such

as job knowledge and skills.

Attitude surveys -- Measures morale, motivation, satisfaction.

Checklists or training progress charts -- Up-to-date listing of current skills.

Training & Development of Human Resource:

Unilever has a Training Department for upgrading the professional competence and skills of its Officers

and Staff. Below are the main functions of Training Department:-

To prepare & implement Annual Training Program.

To impart training of the Officers/Staff regarding business & operations of the Unilever. To adopt measures to hold in-house training and make arrangements to send Unilever's Officers

to overseas training programmes.

To establish liaison with domestic & overseas organizations relating to training.

To send Officers to local training institutions for improving professional skills; and

To organize Seminar/Workshop/Symposium on key economic issues

Types of Training:

There are as many as 3 (three) types of training as under:-

In-house.

Local and

Overseas.

Logistic support:

Training Department has the following logistic support:-


11/17

Training Hall with Air-condition facility accommodating about 25 (twenty five) participants.

Multi-media Projector.

Flip Chart.

Mini Computer Lab and

In-house Resource Persons.

Unilever

Impact of Training and Development on Employee Performance

This case study covers the Unilever Training and Development Program for its employees development

from the perspective of the Marketing Department.

Unilever Bangladesh Limited, the biggest Multinational Fast Moving Consumer Goods Corporation in our

local industry, has an extensive and well-structured training and development program for all its

employees across all functions.

To accelerate towards being the best marketing company in the world requires a shift in our approach

to personal development. The diagram below depicts the marketing skills guide that shows how

Marketing function contributes to the development program.

The human resource function has a major role to play in the people development area. The diagram

below shows how the department makes its contribution:


12/17

As we can see, the Development Action Plan is a major HR driven initiative that contributes greatly to

the employees development.

Each of the sections is discussed below:

1. Core Marketing Skills

The 6 core marketing skills as shown in the diagram below identify what needs to be focused on to

succeed as a Unilever marketer. They separate the underlying skill from the task, process or role in order

to create a set of skills applicable across all Marketing functions in the Unilever world.


13/17

The core skills divide into specific sub-skills to make them more tangible and actionable. The full

definitions are in the Skills Dictionary section as will be explained next.

Skills Dictionary

To support development planning, there needs to be a common understanding of the scope of each skill

and of the evidence required to achieve different levels of marketing proficiency. The Skills Dictionary

provides definitions and examples in action of each of the four proficiency levels as shown in the

diagram below:

Skills Profiler

The Skills Profiler should be used to review personal skills in the context of the skill profile required for

your job. It is recommended that the employee and the line manager identify the skills where there is a


14/17

gap between the actual performance and what the role requires. 1-2 skills are then selected which really

make a difference and then the discussion between the employee and the line manager is then focused

around that.

Development Action Plan

Unilevers Development Action Plan for individual employees covers all areas of learning. It has three

components:

Learning from Experiences

Learning is most effective if it is Experiential or On the job. These are the things learnt mostly from

real jobs with supplements from the business projects. Therefore it is very important for one to

identify at least one significant on-the-job project.

Learning through Relationships

The line manager provides support, feedback and coaching which cements the employees

development. Not only the line manager, an assigned individual or any other team member can

facilitate development by sharing his or her expertise, skills, perspectives, and experience.

Learning through specific learning initiatives

In this program, a blend of classroom training & e- learning programs that is relevant to the employees

role and development needs have been designed to help develop both general and specific skills.


15/17

In order for the learning to be most effective, the three areas mentioned above should ideally be in the

proportions as shown in the figure below:

How is the effectiveness measured?

On the Job Learning:

This is measured in the Performance Development Plans discussions between the line manager and the

employee. Key Performance Indicators are set for the various important projects that a Brand Manager

Figure 1: Development through learning initiatives

Figure 2: Development Planning Areas


16/17

has to driveInnovation projects, Consumer promotions as well as Below-the-Line communications.

The indicators are included in the yearly targets and are evaluated in year -end against the set KPIs.

Coaching and Mentoring (Relationships):

The effectiveness of learning through coaching and mentoring is also evaluated through Performance

Development Plans.

Training Courses:

The effectiveness of these training courses/classroom learning sessions is measured against several

parameters that judge the effectiveness of the sessions. About 80% of the employees who attended the

sessions have scored 5 (on a scale of 1-5) on both The course met the stated learning objectives and

The course objectives were appropriate for my learning needs.

The classroom learning sessions are an effective way of developing an individuals specific skills in

strength/improvement areas.

Areas of Improvement

The Performance Development Plans discussions with line managers could be improved through a more

structured format with specific questions.


17/17

Documents

HRM Report-Training and Development