Human Resource Department of Nestle Bangladesh Limited

& its Various Functions

Internship Report

Prepared For: Asheka Mahboob

Lecturer
BRAC University

Prepared By: Protiti Khan

BRAC Business School
ID 11304018

Submission Date: 14.01.2016

Letter of Transmittal

14 January, 2016
Asheka Mahboob
Lecturer
BRAC University

Subject: Submission of Internship project report titled Human Resource Department

of Nestle Bangladesh Limited & its Various Functions.

Dear Maam,
I would like to submit the report titled Human Resource Department of Nestle
Bangladesh Limited & its Various Functions, as a requirement of the BBA
Curriculum.
The report was done under the supervision of my organizational Supervisor, Mr. Md.
Bulbul Islam, Rewards Manager, HR, Nestl Bangladesh Limited. He has directed me
throughout the project.
Thanking you profusely for giving me this opportunity to work on such an interesting
matter.
Sincerely yours,

_____________________
Protiti Khan
BRAC Business School
ID - 11304018

Acknowledgement
First of all, I would like to convey my special thanks to Ms. Asheka Mahboob, my
faculty advisor for her valuable guidance, which helped me to complete this report
successfully. I am highly grateful to her.
I would also like to acknowledge the help of my organizational supervisor, Mr. Md.
Bulbul Islam, Rewards Manager, HR, for sharing his insights into the topic and
providing me the support I needed and allowing me to spend extra hours behind this
project besides my regular work.
I would also like to thank Mr. Sakeef Anam, Executive, Talent Acquisition, and Ms.
Sanjana Rajjaque, People Development Manager for extending their support and
sharing their knowledge about the topic.

Table of Contents
1.0 Organization ...............................................................................................................................1
1.1 Introduction ............................................................................................................................1
1.2 History of the Organization ......................................................................................................2
1.3 Company Profile: Nestl Bangladesh Limited (NBL) ....................................................................4
1.4 Product Offerings.............................................................................................................................. 5
1.5 Operational Network Organogram ................................................................................................... 6
1.6 Vision .............................................................................................................................................. 6
2.0 Job Responsibilities .....................................................................................................................6
2.1 Description of the Job .............................................................................................................6
2.2 Specific Responsibilities of the Job ............................................................................................7
2.3 Different Aspects of the Job Performance .................................................................................9
3.0 Project.. ..................................................................................................................................9
3.1 Objective of the Report .................................................................................................................... 9
3.2 Methodology .................................................................................................................................. 10
3.3 Limitations ...................................................................................................................................... 10
4.0 Human Resource Management of Nestle Bangladesh Limited ...................................................... 10
4.1 Rewards ......................................................................................................................................... 13
4.2 Talent Acquisition .......................................................................................................................... 19
4.3 People Development ..................................................................................................................... 23
4.4 Learning, Training & Engagement ................................................................................................. 24
5.0 Recommendation ....................................................................................................................... 26
6.0 Conclusion ................................................................................................................................. 26
7.0 Reference................................................................................................................................... 27

Executive Summary

The report explores the vastness of the Human Resource Department of Nestle
Bangladesh Limited. Here I have tried to capture the beauty of HR of this 150 year
old company and how efficiently they are hiring, managing and retaining their
employees through their various functions. I have also tried to reflect how they are
maintaining their global HR standards, practices and policies. Also how they plan
their people development, reward their employees, train and engage them.

The report covers the organizational background and details the company history
both globally and locally. It also covers the findings of the research I made on each of
its department and some recommendations on what more they can do for their
human assets.

1.0 The Organization

1.1 Introduction

The world's largest food and beverage company, Nestl, was

founded long back in 1866 by a Swiss chemist Henri Nestl. With sales of CHF 91.6 billion
in 2014, Nestl is the world's leading Nutrition, Health and Wellness Company. The
company employs over 339,000 people and has 442 factories situated in 86 countries. Nestl
products are sold in 197 countries.
Founded in 1866 in Switzerland, where it is still based (with headquarters in Vevey), Nestl
has often been called "the multinational among multinationals". Only about 1.5 percent of its
sales are generated in its home country, and all but 10 of its factories are situated abroad.
Nestl's General Management consists of all the Executive Vice Presidents and deputy
Executive Vice Presidents. It is chaired by the Chief Executive Officer Paul Bulcke.
Nestl is a truly public company with over 250'000 shareholders of which around one third
are Swiss. No single shareholder owns more than 3% of the stock.
As the world's leading nutrition, health and wellness company, Nestl is the worldwide leader
in product categories such as soluble coffee, infant nutrition, bottled water, condensed and
evaporated milk, ice cream, as well as chocolate and malt drinks, and culinary. The Group is
also a co-leader in pet care.
The Company is committed to delivering shareholder value through sustainable, capital
efficient and profitable long-term growth. Over the past years it has concentrated on
furthering organic growth and performance improvement.

Page 1

1.2 History
Its 1867 in Switzerland, and a premature baby cannot breastfeed, which is worrying in an era
when many infants die of malnutrition due to a lack of effective breast milk alternatives.
Henri Nestl learns about the case and feeds the child his new farinelacte infant food. It is
the only product that the boy can digest, and he survives.

Word of Nestls success spreads rapidly, and through determination, commitment and a
pioneering spirit he builds a thriving business. His life-saving innovation is the model for all
those that follow throughout Nestls 150 years, which show the companys skill in meeting
and anticipating consumers changing needs.
Worldwide, people now consume more than one billion servings of Nestl products per day.
The company operates in over 197 countries and employs almost 340,000 people. Its a far
cry from the small-scale business that Henri Nestl founded in Vevey, Switzerland. But
Nestl still embraces his values, his famous Nest logo, and its headquarters in the city.
Growing-up in an industrial age:
Nestls story proper begins in 1866, when the Anglo-Swiss Condensed Milk Company
launched Europes first condensed milk, another life-saving product in an era before

Page 2

refrigeration, when fresh milk spoilt easily in transit. In 1905, Anglo Swiss merged with
Nestls company to form the Nestl & Anglo-Swiss Milk Company, which evolved into
Nestl from 1977.
The companys early success was due to its investment in science-based products and modern
factories to produce them efficiently. Railways and steamships gave Nestl & Anglo-Swiss
access to new urban markets worldwide, and it made savvy use of modern advertising media
newspapers, magazines, billboards to educate people on product benefits. Namely
nutrition, quality, safety, affordability and taste.
Its a blueprint for success that, bar a few necessary updates, still applies today. One other
benefit that Nestl products have always offered is convenience, and this became especially
important after World War Two, when more women entered the workplace, and people
demanded foods that were easy to prepare.
By 1938, people could start the day with a Nescaf, the worlds first great-tasting instant
coffee, simply by adding hot water. By 1948 they could enjoy Nesquik, a cocoa-based
powder that dissolves easily in cold milk.
And by 1957, they could finish the day with Maggi pasta ready meals in cans, which were
hugely successful.
Lightening the load in the kitchen:
Cans werent new, but nutritious meals in cans were, and this quickly became a high-growth
segment for Nestl. Such foods had a long shelf life, were easy to heat then eat, and you
could even enjoy them cold. Cans were also simple to transport, so you could consume them
on a camping trip, for instance, along with your cup of Nescaf. Such products helped to
shape our modern world, and life would never be the same.

Page 3

From the 1960s, you could also enjoy the convenience of Nestl frozen foods and ice creams,
which the company entered as domestic fridges and freezers grew in popularity. In 1986
Nestl went one step further by creating its own breakthrough Nespressosystem, which
changed the way we experience premium coffee.
Nespresso is another Nestl innovation that enhances peoples quality of life, everywhere,
every day. In doing so it brings pleasure, an emotion we associate strongly with chocolate.
Nestl first entered this key business in 1904 when it took on export sales for Peter & Kohler,
later adding brands such as Cailler and KitKat.
Today Nestl business spans beverages, waters, dairy, confectionery, petcare, even skincare.
In 2011 the company extended its leadership in Nutrition, Health and Wellness by creating
Nestl Health Science, to develop nutritional healthcare products that target optimal brain
health, for example, or healthy ageing.

1.3 Nestl Bangladesh:

In the early eighties Transcom Ltd. was appointed the sole agent of Nestl products in
Bangladesh. In 1992 Nestl S.A. and Transcom Ltd. acquired the entire share capital of Vita
Rich Foods Ltd. Nestl S. A. took 60 percent while Transcom Ltd. acquired 40 percent.

Page 4

Nestl Bangladesh Limited started its first commercial production in Bangladesh in 1994. In
1998 Nestl S.A. took over the remaining 40% share from our local partner when Nestl
Bangladesh became a fully owned subsidiary of Nestl S.A.
Our factory is situated at Sreepur, 55 km north of Dhaka. Nestl invested Tk. 110 core so far
since 1994. In addition to cereals, the factory produces instant noodles and repacks milks,
soups, and infant nutrition products. Other products, such as coffee, breakfast cereals and
confectionary items like Fox's Candy are imported from other Nestl locations.

1.4 Product Offerings

The product portfolio of NBL can be broadly divided into two categories:

Food & Beverage

Nutrition
Food & Beverage

Shelf stable dairy & creamers

Nido, Growing up milk, Coffee-Mate

Breakfast cereals

Corn Flakes, Koko Krunch

Powdered beverage

NESTEA,

Soluble coffee/ NESCAF systems

NESCAF classic (Jar, Sachet, Pouch), vending

premix, 3-in-1 mixes

Culinary products

Maggi Noodles, Seasoning, soups, Sauces

Nutrition

Baby food

Cerelac, Ceremeal,

Infant Formula

Lactogen, Nan, Pre-Lactogen,

Speciality Products

Baby and Me

Table 1: Product portfolio of NBL

Page 5

1.5 Operational Network Organogram

1.6 Vision:
Nestl Bangladeshs vision is to build Nestl as the respected and trustworthy leading Food,
Beverage, Nutrition, Health and Wellness Company in Bangladesh ensuring long term
sustainable and profitable growth. The company is very much focused to ensure that the
vision is implemented in every aspect.

2.0 Job Responsibilities:

2.1 Description of the Job

I joined Nestl Bangladesh Limited in 1st September 2015. From the very beginning of this
one year internship program I have been with the Rewards Team of the Human Resource
Department. Rewards is the biggest function of the Human Resource Department in Nestl

Page 6

Bangladesh Limited. Rewards basically looks after all kinds of benefits provided to the
employees of Nestl Bangladesh Limited, both financial and non-financial. As an Intern of
the Rewards team my job consists of some monthly basis work like processing the Medical
Scheme, Infant Scheme, Leave Roaster every month along with a few currently running
projects.

2.2 Specific Responsibilities of the Job

This Internship Program has given me exposure to real work and I have been assigned with
some monthly basis works along with few projects designed especially for Interns.
So far my responsibilities have been:

Processing Medical Scheme every month This is one of the major monthly based
work that I do. Nestl Bangladesh Limited disburses a particular amount of money
for every employee both Management & Non-Management every year. With this
amount they can avail their medical purposes, which they can claim every month. So
every month we get a huge number of medical claims that needs to be processed. I
am assigned with the full processing of these medical bills, starting from recording
them in excel till giving input in Microsoft Access so that these can be send to the
Finance Department for disbursement with the current months salary.

Processing Infant Scheme every month This is another unique scheme provided
by Nestl to its employees. Through this scheme the employees can claim baby food
for their children ranging from 0 to 1 year old. I am assigned to process the claims
that come every month. I work in every steps of this process till giving the product
requisition every month for this scheme.

Updating Leave Roaster every month this is another of my monthly based work.
All the leave applications are forwarded to me and I update the leave roaster file and
make sure the numbers are correct, keeping a track of the number of leaves each
employee has availed.

Joining Formalities I also look after the joining formalities of both permanent
employee and interns. Separate joining kits have to be made for both the occasions
whenever it is necessary. I am assigned to make sure all the required papers are
provided to them before the joining.

Page 7

Exit Formalities Just like the joining, I look after the Exit Formalities, but only for
the interns. I take care of the exit related papers and make sure they are handed out
properly with proper explanation. After that is done, I make the Experience Letter for
the exiting Intern.

Maintaining and Updating Personal Files Nestl maintains separate files for each
of their employees which consists all the papers from the beginning of the
employees joining till date. Starting from the employees CV, academic papers,
medical records, performance evaluation form till salary statement everything has to
be there in place. I make sure all the necessary papers are there, and whenever
additional paper is generated that it is placed in the respective file.

Maintaining and updating Intern Master file This is an Excel file that consist of
all the information of the Interns were and are presently working now at Nestl
Bangladesh Limited. I am assigned to update the file with all the necessary
information about every Intern, and updating anyone who has joined and exited.

Generating reports for Leave, Infant Scheme, and Medical Scheme every month
and at the end of every quarter.

I have also been part of few group and individual projects and currently working on some
more.

Revamping the Personal File Shelf It was a project that was assigned to me to
do all by myself. I made a layout of how I was planning to redecorate nad
rearrange the files, and took approval from my supervisor. It came out pretty
nicely as I arranged the files according to the respective department and the
employee ID. I numerically coded them so that they are easy to find.

Auditing Personal Files This I completed with the Rewards Team within the
time assigned to us.

Rearranged and Updated the HR Policies Folder I worked on this project

individually and rearranged all the current Nestl Bangladesh HR Policies that are
in practice now and number coded them serially so that they can be found easily
whenever needed.

Page 8

Worked in a group that launched a program for Underprivileged children

It was a New Year Program for the underprivileged children of Maa er Anchol,
a NGO working for the street children.

Worked on the OMP board and updated it for the whole coming year.

Was assigned with the MD of the company for one whole week, to work as his
Strategic Support since the employee filling this position was on a leave.

2.3 Different Aspects of the Job performance

This Internship program has given me a lot of opportunity to learn, to work on my
weaknesses and show my potential. This role as a Rewards Intern has given me a lot of
chance to improvise the work that I do, and a lot of exposure in the company as well. I have
learned a lot during this tenure till now and still learning. Having said the positives, one
negative can be the work gets very lengthy and tedious at times. But nothing beats the good
working environment that we get here. Even boring work gets enjoyable in such a lively work
place.
Performing well in a job always has its value and return. In Nestl Bangladesh Limited, good
performance is being rewarded just as bad performance is criticized. We have formal on
paper Performance Evaluation every month assessed by our supervisors to monitor our
performance. Our improvement areas are assessed from this as well as any good performance
is praised. The evaluation gets recorded so that whenever some intern applies for any
permanent position, this evaluation can be referred to.

3.0 Project

3.1 Objective of the Report

Objective of this report Human Resource Management of Nestle Bangladesh Limited &
its Various Functions is to uphold the Human Resource department of Nestl Bangladesh

Page 9

Limited and its different functions. Here I have tried to reflect how each of the HR functions
work and support the organization as a whole.

3.2 Methodology
Data for the report has been collected from both primary and secondary sources.
a. Primary Information: Several depth interviews have been conducted with the concerned
managers of the HR functions of Nestl Bangladesh along with their respective interns to
get as much as possible the clear picture of the work they do.
b. Secondary Information: Secondary information has been collected from Nestl website,
Nestl intranets and other related web sites and journals.

3.3 Limitations
Due to a recent Nestl Bangladesh Policy, getting detailed information from various sources
was difficult because the authority needed to be completely sure that I am not sharing
anything that is confidential. So this report had to go through a lot of filtering and I could
only reflect on the basic general information and processes.

4.0 Human Resource Management of Nestl Bangladesh Limited

Nestl recognizes that their employees are the key to their success and nothing can be
achieved without their engagement. Nestl Human Resource Managers at all levels are more
concerned with leading and inspiring people to add value to the Company and society rather

Page 10

than with exercising formal authority. This calls for a high personal commitment of each
employee and a common mindset geared towards results. The team is effective, engaging and
inspiring, and to be that they believe in walk the talk and lead by example in their daily
work; in this context, actions speak louder than words. Therefore, at Nestl, in addition to
professional human resource skills and regardless of origin, nationality, religion, race,
gender, sexual orientation and age the capacity and willingness to live up to the Nestl
Culture and Human Resource principles are the key criteria for progressing the organization.

Line managers have the prime responsibility for building and sustaining an environment
where people have a sense of personal commitment to their work and give their best to ensure
our Companys success. They care for and develop the leaders of tomorrow. Line managers
decide on all people matters under their influence, within the boundaries set by the policies
and principles, acting as the final decision makers. The Human Resources (HR) structure
enables and empowers them in establishing business needs and their corresponding people
requirements. Therefore, the mission of HR managers and their teams is to provide
professional guidance to line managers aiming to deliver superior business results by
optimizing the performance of our people, while ensuring exemplary working conditions.

The long-term success of the Company depends on its capacity to attract, retain and develop
employees able to ensure ongoing and sustainable growth. This is a primary responsibility of
all managers. The Nestl policy is to hire employees with personal attitudes and professional
skills enabling them to develop a long-term relationship with the Company. Therefore,
special attention will be paid to ensure there is a strong alignment between a candidates
values and the Nestl culture. Only relevant skills and experience and adherence to the Nestl
principles will be considered in employing a person. No consideration will be given to a
candidates origin, nationality, religion, race, gender, disability, sexual orientation or age.
Whilst adequate recruitment tools may improve the hiring process, the decision to hire a
candidate remains in the hands of the responsible manager, supported by the HR team.

Nestl is committed to providing the employees all over the world with good working
conditions, a safe and healthy work environment, and flexible employment possibilities that

Page 11

support a better balance of private and professional life consistent with our ambition as a
leading Nutrition, Health and Wellness Company. As such, they provide flexible working
conditions whenever possible and encourage their employees to have outside interests
especially community involvement. Those with line management responsibilities are required
to take personal ownership of safety and health within their area of responsibility and are
encouraged to develop their capability in this area. Nestls commitment however goes
beyond its own employees. They care about all people working inside or outside their
premises under contractual obligations with service providers and they insist that they also
take steps so that adequate working conditions are made available to them. Nestl believes
that it is essential to build a relationship based on trust and respect of employees at all levels.
They do not tolerate any form of harassment or discrimination. Therefore, managers are
committed to build and sustain, with their teams, an environment of mutual trust. HR ensures
that a respectful dialogue is present and the voice of the employees is heard.

Since its founding, Nestl has built a culture based on values of trust, mutual respect and
dialogue. Nestl management and employees all over the world work daily to create and
maintain positive individual and collective relationships, and are expected to do so as a core
part of their job. Nestl not only upholds the freedom of association of its employees and the
effective recognition of the right to collective bargaining, but also ensures that direct and
frequent communication is established in the workplace. While dialogue with trade unions is
essential, it does not replace the close relationship that our management maintains with all
employees. In the spirit of continuous improvement, we encourage two-way dialogue with
our employees that go beyond the traditional aspects of collective bargaining in order to share
knowledge and to jointly find opportunities related to important matters such as Creating
Shared Value, the health and safety in the workplace and our concern for the environment.
The Company and employee representatives are expected to make all necessary efforts to
develop fair and constructive dialogues, overcome the difficulties that they might encounter,
reach sustainable agreements and implement them.

Nestl is committed to continue the journey to establishing flat and flexible structures with
minimal levels of management and broad spans of control, which enable people development,
increase efficiency, and ease implementation of our Nestl Management and Leadership

Page 12

Principles. Less hierarchical layers call for increased cooperation between colleagues. This
is what will make the organization more flexible and more accountable. Indeed, it supports
todays and tomorrows business requirements for an agile and innovative company working
with ever competitive intensity. These simple beliefs have inspired them to create an
environment that puts the emphasis not just on individual responsibility and autonomy, but
also on a strong willingness to support others, to work in multi-skilled teams, and to
cooperate rather than to compete internally. A dynamic organization creates a climate of
innovation and allows people to think from different perspectives. At Nestl they encourage
their people to take risks. Mistakes may be made but there is always a willingness to correct
and learn from them. They combine the scope and brand strength of a global company with
the creativity and knowledge of a local business. As a result, people can have far-reaching
influence every day and explore their full long-term potential, propelled by continual support
and a collaborative approach by line managers and employees.
To achieve all these Human Resource department has its different functions that works in
alignment with the HR Policies and the goals of the company.

4.1 Rewards
As the leading Nutrition, Health and Wellness Company, Nestls name is instantly
recognizable throughout the world. But what attracts new hires and keeps current employees
engaged is not only remuneration and benefits based on solid performance. It is also about the
hard earned value and trust that their name brings to those who work with them; the
relationships with the line managers and fellow workers; recognition and experiences enjoyed
while working for a diverse global company; and possibilities to learn and grow. These are as
a whole, the Rewards employees receive. Nestl, therefore, focuses on Fixed Pay, Variable
Pay, Benefits, Personal Growth and Development and Work Life Environment as the key
elements that define Rewards. In the spirit of developing a high performance culture, those
elements need to correspond to what is valued by employees in each and every market, and
which demonstrate how Nestl is committed to giving each employee the opportunity to
grow, evolve and contribute. Nestl Rewards programmes must be established within the
social and legal framework of each country, and with respect to applicable collective
agreements. It is the responsibility of each manager to propose the remuneration of their
employees within the framework of Company policy. Sufficient time should be spent with

Page 13

each employee to explain her or his specific situation in terms of remuneration and benefits,
if needed with the support of HR management, in order to communicate properly, clearly and
with sufficient transparency.

It is important to remember that Rewards need to correspond to what is valued by employees

in each and every Market in alignment with our Nestl principles, culture and the aspirations
of our current and potential new employees. Total Rewards must be in line with Nestls
corporate governance framework and applied within the local, legal and socio-economic
environment. There is a certain degree of discretion in designing programmes to ensure
compliance with prevailing legislation or comparability with local trends and practices. It is
also important that the Total Rewards picture should be simple to understand and
competitive.
Reward principles are influenced by individual performance as well as various factors such as
competitive market practices, cost considerations and business results achieved both locally
and globally. Rewards programme should encourage the same coherent approach within the
organization, both at the Group and local level. Human Resources, Pensions and Finance
should be involved to balance all considerations. Nestl has a long-term vision of being
competitive in the market place. In this context, the total employee package needs to be
taken into consideration. This means that all the components of Rewards have to be
established in harmony with each other.
Rewards include:

Fixed Pay It comprises of the Base Salary which is the foundation of total
remuneration. In most cases, the other elements of remuneration are built on or linked
to it. Regular surveys are used as a benchmark to determine our competitive
positioning in the marketplace. Nestl is committed to a pay for performance culture
which endeavors to differentiate pay levels on an individual performance basis. Base
salaries and wages are determined locally within the corresponding salary structure,
which should be set at a level reflecting local market practices, slightly above the
median. Actual base salaries and wages, however, can be set between the market
median and the third quartile of comparative competitor levels obtained through
appropriate and reliable survey providers. The exact salary positioning depends on the
salary decision factors.

Page 14

The local competitive market is defined as a group of companies made up of Nestls

prime competitors. These are multinational companies in the Fast Moving Consumer
Goods sector, as well as any other relevant competitors in the local employment
market. Base salaries are reviewed periodically, normally once per year. However,
under extraordinary circumstances, an additional review could be considered. The
annual salary review date is 1 April. Salary reviews should be guided by individual
performance as well as internal equity and external competitiveness. In addition, the
overall situation of the employee such as potential, future development plans, the pace
of previous increases and recent salary adjustments should also be kept in mind when
deciding on a salary increase.

Variable Pay - The purpose of variable remuneration schemes is to stimulate the

entrepreneurship of participating employees and to ensure that they are motivated to
perform even beyond expectations. The objective is also to support employees
participation in the successes of the Company. The individuals eligibility for a
variable pay scheme depends on the framework defined at Group level and local
Market conditions. One variable pay is the Short-Term Bonus (STB) provides an
opportunity for recognizing employees who deliver tangible results for the business,
against agreed targets. STB target levels are expressed as a percentage of Annual Base
Salary in line with the corresponding framework determined at Group level and
prevailing local Market practices.
Alignment of objectives and Short-Term bonus payout is based on achievements
against expected Collective and/or Individual factors defined at the beginning of the
performance period, typically a calendar year. In general, a balanced combination of
Collective and Individual objectives is recommended. To successfully deliver our
business strategy and support our Performance Culture, the objectives must be based
on the Business Units strategy, which is aligned with the Nestl Strategic
Performance Framework. Collective objectives are based on business targets shared
with others, cascaded from a higher level which implies an indirect and collective
responsibility. In addition, the STB should include individual business or functional
objectives with direct and individual responsibility, e.g. quantitative or qualitative

Page 15

business or individual performance objectives, quality standards, or sustainable

improvements to methods and processes as outlined under Result Focus in the Nestl
Leadership Framework. Objectives are defined by the manager in agreement with the
employee, in a Specific, Measurable, Achievable, Realistic, and Timely (SMART)
way.

Employee Benefits - As an Employer of Choice, Nestl wishes to provide

comprehensive and competitive Employee Benefits as part of the Total Rewards
package:

Benefit programmes represent a substantial financial commitment on the part of the

Company and often also of the employees. To leverage the value of the benefits
offered to our employees, and whenever appropriate and in line with local competitive
practice, employees can be given, the flexibility to choose the level and/or type of
benefits best suited to their individual needs, circumstances, family situation and/or
life cycle stage.

Benefit programmes have to be affordable and sustainable. Their design and delivery
must be in line with Company guidelines as well as with local conditions and
practices in each country, and at all times compliant with local mandatory and social
security requirements. Depending on the specificity of each Market, the benefit
programmes offered may include some or all of the following benefits:
1. Pension and Retirement Schemes - Such benefits aim to support employees
in ensuring an adequate standard of living after retirement, according to local
standards and in addition to State/social security benefits, personal savings
and/or other individual retirement financial arrangements.
2. Insurance Benefits These aim to provide protection against risks such as
illness, accident, death and disability with the accompanying financial
consequences. Depending on market practice and requirements, these
programmes are usually provided to the employees on a contributory basis, in
addition to the occupational and/or mandatory/social security workers
compensation benefits in case of work-related disability, accident or sickness.

Page 16

3. Medical Benefits - Medical benefit programmes aim to provide access to

quality healthcare and/or health insurance benefits in case of illness and/or
accident. This scheme will be applicable for all Manager/Executive/Officer
including one named spouse and two named dependent children up to the age
of 21 years. The outpatient limit of the manager/executive/officer is 90% of
the actual expenses for self and family subject to a certain amount per calendar
year. For the purpose of operations and hospitalization, they are entitled to get
the actual expenses for self and family. The policy also covers expenses for
prescribed medicines, clinical examination, dental related treatments,
pregnancy, spectacles and medical check-up.
4. Executive Health Checkup - This policy will be applicable for all
Permanente Management Employees. The company Employees are required
to maintain good health at all times. Therefore, employees whose age is 40
and above will be entitled to avail Executive Health Check up once in a year
and those whose age is below 40 years will be entitled to avail Executive
Health Check up once in every two years in addition of existing company
medical scheme policy.

5. Complementary Product Gift - This Policy is intended to define a guideline

in connection with monthly Complementary Company Product distribution to
all the permanent employees of Nestl Bangladesh Limited. Company
products will be provided to all permanent employees once in every quarter as
per the assortment.
6. Infant Feeding Scheme - The Company encourages all female employees,
spouse of male staff to breast feed their babies for as long as possible. The
company will provide free of charge to all female employees or spouse of the
employees, certain selected products marketed by the company, until the baby
reaches pone year of age.

Page 17

7. Leave Fare Assistance - This policy will be applicable to all confirmed

management employees i.e. officers, executives, managers and directors other
than expatriate employees of Nestl Bangladesh Limited. This allowance will
be given to employees in order to meet up relevant expenses during vacation.
The leave fare assistance is equivalent to one months basic salary per
calendar year.
8. Marriage Gift Policy - Nestl Bangladesh Limited gifts its employee with a
token of appreciation on his/her wedding. This marriage gift of certain amount
will be given to all permanent employees of Nestl Bangladesh Limited for
their first marriage.
9. Gratuity Scheme - The entitlement of gratuity scheme is based on length of
services in years multiple by last drawn basic salary considering the following
factors
10. Recognition Scheme - Nestl recognizes the extra ordinary efforts and
celebrating the success are key positive contributors towards achieving a
performance driven culture within the organization. The employee
contribution should be over and above his/her/their usual expectations of the
role. This could be a one-off incident or it might be reflection of excellent
contribution over a period of time. The proposal for the nomination of
recognition scheme can be made either by the Heads of Functions or the Line
Managers. This is open to all permanent employees of the organization,
whether they are in the same or other Functions.
11. Staff Sales Policy - This policy is intended to define a guideline in connection
with purchasing Company products by all permanent employees of Nestl
Bangladesh Limited. Staff-sales can be availed through Staff Sales Shop
located in both Head Office and Factory. These Shops are operated by a
Company nominated third party Distributor. All eligible employees can collect
products from Staff Sales Shop against filling a product request form and
showing the Nestl ID Card. Field Forces (Sales & Nutrition) will take their
staff sales from respective Distribution point. They will purchase the product

Page 18

at Trade price and will claim the difference amount from Staff sales Price with
personal expense claim.

Work Life Environment - An inspiring Nestl Work Environment is a requirement

in attracting, retaining and engaging our high performing Nestl talents. This depends
on the level of trust each employee has in Nestl and our ability to truly live our
values and principles. Nestl, within the cultural-social context of each Market, aims
to promote a healthy and positive lifestyle at work and outside of work, and is thereby
committed to providing:
A positive and inspiring work-life environment which supports a good balance
between work and personal life.
Opportunities to participate and contribute in volunteer programmes, where
appropriate, that leverage the Creating Shared Value (CSV) principles that are
important to us.
Work-life flexibility whenever possible in order to provide a framework in
which specific individual circumstances such as life stages/cycles are taken
into account.
Lifestyle and Wellness programmes,,whereby, and wherever feasible, the
Company endeavors to provide access to various forms of employee assistance
programmes including dependent care, counseling, fitness centre affiliations,
smoking cessation programmes, stress management programmes, health
screenings and other workplace convenience services.
A safe and caring environment where safety and health is a fundamental value.

4.2 Talent Acquisition

Talent Acquisition is a strategic function with a firm commitment to continuous
strengthening of the ability to attract the right talent to Nestl. Talent Acquisition has to build
and continuously enhance the capabilities to respond to the complex and varied selection
needs in the Markets.
Whenever there is a position opening or need of an employee, Talent Acquisition starts
searching for candidates by the following steps:

Page 19

Understand & Activate This is the first stage of understanding the job and the
candidate profile. This is the first step in building a successful Talent Acquisition
Strategy. Initiating the selection process with high-quality inputs and a deep
understanding of the position can be achieved by identifying and focusing on what
matters and what defines success in the job.

Source & Attract - This stage starts with the implementation of the agreed sourcing
strategy following the Job Briefing meeting, attracting the right candidates to apply
through the right sourcing channels. The extensive use of professional and social
networks and internet search engines along with the increasing competition for
passive candidates has made sourcing one of the most important activities in Talent
Selection. By planning and executing the right sourcing method and through the use
of the most effective channels, talent selection teams can ensure attracting and
engaging with a high caliber pool of candidates. Efficiency across the selection
process is driven by reducing the overall selection spent, avoiding agency fees and job
board expenses and lessening the time spent in assessing and interviewing candidates
which will decrease the overall duration to fill the job.

Page 20

Screen & Assess - This stage covers activities from screening, to tasks associated
with assessing candidates who passed the screening stage until the completion of the
last step in assessing potential applicants.
The purpose of an effective Talent selection process is to collect enough relevant
information about shortlisted candidates to make an informed hiring decision while
minimising risks. There are many areas that can be assessed in a selection process.
The main purpose of screening applicants is to increase the efficiency of the selection
process by eliminating unqualified candidates and focusing on those meeting the main
criteria for the job. The key to an efficient screening process is a clearly defined job
and candidate profile combined with the use of the appropriate tools. Following are
some of the traits the candidate is judged on.

Evaluate and Select This stage of the selection process starts with
scheduling the Hiring Decision Meeting and includes offer preparation,
sharing with the selected candidate and giving feedback to unsuccessful ones.
The Hiring Decision Meeting is initiated and facilitated by the Talent

Page 21

Acquisition team, during which the presence of the Hiring Manager and the
other interviewers that were involved in the interviewing process is required.
In this meeting, all the interviewers confront with their initial evaluations of
the interviewed candidates, discuss their feedback and recommendations and
decide on the next steps. The meeting gives the recruiter the opportunity to
influence the decision making by giving recommendations and highlighting
concerns. They then:
Evaluate each candidate individually against the Job Success Profile
and the information you collected from the Job Briefing meeting. The
candidates evaluation should take place as soon as the interview
and/or the assessment finishes.
Compare and benchmark the shortlisted candidates following the
completion of all the assessment steps in the selection process. Before
making a recommendation on the overall suitability of each candidate,
do the comparison and benchmark all candidates against one another
and finally against one of the strong performers in the team.
Debrief on the results of each candidate with the other
interviewers/assessors in the meeting. The hiring decision meeting
should take place shortly after the last assessment step has been
concluded- ideally within the next two days.
Decide on the best candidate for the position. The interviewers should
strive to reach a consensus. However, if consensus is not achieved, the
hiring decision will be made by the Hiring Manager after taking into
consideration the recommendations of all interviewers. Hiring
decisions should always be objective, unbiased and based on evidence.

Place and Onboard The best candidate hired and preparation to take
him/her onboard starts.

Page 22

4.3 People Development

At Nestl, a high performance culture supported by differentiated rewards and development

is key to the delivery of individual and business objectives. This is driven by the alignment of
clear and challenging responsibilities and ensuring that employees are aware of how their
work impacts Nestl. The line manager and employee work together to ensure that
challenging objectives are set and effectively evaluated throughout the year. This further
enables managers to acknowledge high performance and reward employees accordingly,
while ensuring low performance is properly managed with integrity. Employees receive
regular feedback on their performance and career aspirations through a variety of tools and
processes such as the Performance Evaluation process (PE), the Progress and Development
Guide (PDG) and 360 assessments. Each manager dedicates the necessary time to the
monitoring of objectives and regular coaching of employees through the year. Each
employee, supported by the line manager, is in charge of her or his own professional
development, whereby the employee is encouraged to express career objectives and
expectations in an open dialogue. We aim to retain and motivate employees by offering
attractive but realistic career moves allowing them to develop their skills in the long-term.
Given the importance Nestl puts on cultural diversity, employees who are interested in
international assignments can be given the opportunity to work in different countries. The
international dimension of the Group is used as a competitive advantage to retain and develop
talented people.
At Nestl, promotions are based on sustained performance from a results and behavior
standpoint, as well as future potential. The Company undertakes an active and rigorous
succession planning process at all levels of the organization to ensure that there is a strong
pipeline of successors ready to meet future needs. We are committed to ensuring sustainable
conditions for a gender balanced and diverse company. As such, Nestl has focused on
removing barriers to career progression for women and men by developing a more flexible
work environment, initiating mentoring schemes, having flexible career paths and providing
dual career support. HR management provides the support for implementing the necessary
tools, and partners with line managers to prepare the resources necessary for the continued
development of people and the Company.

Page 23

4.4 Learning, Training & Engagement

Learning is part of the Company culture. Employees at all levels are systematically
encouraged to consider how they upgrade their knowledge and skills. The Company
determines training and development priorities. The responsibility for turning these into
actions is shared between employees, line managers and the Human Resources. Experience
and on-the-job training are the primary source of learning. Managers are responsible for
guiding and coaching employees to succeed in their current positions. Nestl employees
understand the importance of continuous improvement, as well as sharing knowledge and
ideas freely with others. Practices such as lateral professional development, extension of
responsibilities, and cross functional teams are encouraged to acquire additional skills, enrich
job content and widen accountability. Nestl also offers a comprehensive range of training
activities and methodologies to support everyones learning and growth. Attending a
programme should never be considered as a reward but as a component of on-going
development. Additionally, corporate leadership programmes help us develop and retain the
best-qualified management. Leaders have the opportunity to attend either international
training courses, which build integrated business understanding and solidify and reinforce
Nestl values and principles, or programmes conducted by their strategic learning partners.

Most of the trainings are given internally, some are given externally. Some of the common
trainings that are given are:
For Organizational Knowledge:

Overview of Nestl Leadership Framework -To enable employees to

develop understanding around Leadership Behaviours. Discussion on these
behaviours, share examples and case studies on practising the above, invite
individual experience sharing

Nutrition Quotient Introductory Training - To raise the level of nutrition

knowledge across the Company and to increase the credibility and ability to
add value to Consumers' lives

Product Knowledge - Gain the knowledge of all NBL product categories and
understand the NBL product portfolio, target group, Product specification,

Page 24

Pricing, legal compliance, benefits, features, communications, competitions

etc. After this course participants will able to understand about all NBL
product categories, which product for whom, basic ingredients, target
customers, contribution to the business etc.

Proud to be Nestl - To build a deep sense of pride in Nestl, its legacy,

history, values and dynamic & vibrant culture that promotes "Unleashing
100% People Potential".

For Leadership Skills:

Everyday Coaching for Leaders - To prepare you to be everyday coaches and

understand the important of creating a coaching culture at Nestl.

Leadership Through 360 Degree Feedback - The program has been designed
around Nestl Leadership Framework, and provides useful insights about Leadership
roles, qualities & behaviours.

Value Creation Workshop

Unlocking Personal Capability - Personal commitment to achieve business

objectives, keen sense of business priorities

Interpersonal & Networking Skills - Build interpersonal & networking skills which
today are imperative in making business dealings both with the external clients as
well with internal stakeholders.

Competency Based Interviewing Skills

Presentation Skills - To provide the participants with required tools and techniques
in order to develop and deliver an Effective Presentation so that s/he can use these
skills while making presentations on the job

Communication Skills - To learn the basics of communication and to avoid common

mistakes of business communication, to reduce the misunderstanding while
communication and take advantage of nonverbal communication, to achieve and
produce the maximum from communication

New Managers Workshop - Within the organization, new Manager are those
employees who transit from being individual contributors to team leaders. These new
managers are not only responsible for their job but also for the work that is done by

Page 25

their team members. Hence it is important to equip them with necessary people
management skills & sound understanding of HR processes for managing teams.

5.0 Recommendation

After working in Human Resource department of Nestl Bangladesh for five months and the
small scaled research that has leaded to this report, I can say the HR practices here are as
good as it claims to be. But of course there is always room for improvement. Few points I felt
they could work on are:

Arrange more outdoor employee engagement activities. In this case HR should come
out with a stronger voice about the importance of these kinds of activities and let the
budget not be an issue.

Go for even better competitive salary package. This way they will be able to retain
even more employees

Arrange membership opportunities for its management employees in different clubs

May initiate a Day Care Center for employees with babies to retain working mothers.

6.0 Conclusion

People are the center of all attention in Nestl Bangladesh Limited. They try to maintain good
work life balance and provide individual mental peace for better efficiency at work. Dynamic
Development culture and transparency in performance management are considered as their
asset. They focus on employee performance and look for scopes to add value and make the
individual more effective and better performing. Nestl Bangladesh thus through their
efficient HR team is trying to achieve continuous excellence, giving the employees a better
work environment, making them feel there is more to life at Nestl.

Page 26

7.0 Reference

Nestle Intranet
http://nestle.bdjobs.com/Nestle_New/index.html
http://www.nestle.com/
http://www.nestlecareers.co.uk/content/search-nestle-jobs-apply.htm

Page 27