PRESENTATION HUMAN RESOURCE MANAGEMENT topic HUMAN RESOURE TRAINING AND DEVELOPMENT CASESTUDY UNILEVER

THE STATE BANK OF VIETNAM

MINISTRY OF EDUCATION AND TRAINING

BANKING UNIVERSITY AT HO CHI MINH CITY
DEPARTMENT OF BUSINESS ADMINISTRATION

PRESENTATION
HUMAN RESOURCE MANAGEMENT
Topic:
HUMAN RESOURE TRAINING AND DEVELOPMENT
CASESTUDY: UNILEVER

Class Code: MAG320_211_6_L07_TA
Group 3 – FLEXI
Nguyễn Ngọc Như Quỳnh

030334180210

Nguyễn Thị Thảo Nhi

050606180278

Phạm Võ Thanh Thủy

050606180385

Nguyễn Ngọc Hiền Thư

050606180393

Trần Thảo Trang

050606180418

Trần Nguyễn Phương Uyên

050606180441

Lecturer: Đặng Trương Thanh Nhàn, MBA

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TABLE OF CONTENTS
CHAPTER 1: THEORETICAL OVERVIEW ...................................................... 1
1.1. Definition of Training and Development ......................................................... 1
1.2 Methods of training and development .............................................................. 1
1.3 Training And Development Goals ........................................................................ 4
1.4 The importance of training and developing human resources: ............................ 4
CHAPTER 2: UNILEVER ANALYSIS ................................................................. 6
2.1 Overview of Unilever ........................................................................................ 6
2.1.1 History and development : .......................................................................... 6
2.1.2 Work environment ...................................................................................... 6
2.1.3 Vision .......................................................................................................... 6
2.1.4 Mission ........................................................................................................ 6
2.2 Training strategy and development in Unilever ................................................ 7
2.3 Training and development methods ................................................................ 13
CASE STUDY: LIFELONG LEARNING FEST ................................................. 14

2.4 Achievements when implementing training and development employees of
Unilever ................................................................................................................. 15
CHAPTER 3: CONCLUSION .............................................................................. 17
3.1. Advantages and disadvantages of Unilever's training and development
activities ................................................................................................................ 17
3.1.1. Advantages .............................................................................................. 17
3.1.2. Disadvantages .......................................................................................... 18
3.2 Conclusion ....................................................................................................... 19
3.2.1 Overview ................................................................................................... 19
3.2.2 Solutions to improve training and development strategies ....................... 20
REFERENCES ....................................................................................................... 22

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TABLE OF FIGURE
Figure 1: Methods of training and development ........................................................ 1
Figure 2: Vice President in charge of human resources of Unilever Vietnam ........... 8
Figure 3: Management Trainee Program (for Future Leaders) .................................. 9
Figure 4: Unilever Future Leaders' League for fresh graduates ............................... 10
Figure 5: Providing skill for life ............................................................................... 13
Figure 6: Learning Fest X Data & Analytics............................................................ 15
Figure 7: Unilever Vietnam and The Gioi Di Dong took a souvenir photo after
receiving the award ................................................................................................... 15

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CHAPTER 1: THEORETICAL OVERVIEW
1.1. Definition of Training and Development
Training and Development is one of the most important functions of Human Resource
management in any organization. The objective of this Training is to enhance
employees’ skills, behavior and expertise by putting them into learning new
techniques of doing work.
Employee Training and Development in HRM is defined as a system used by an
organization to improve the skills and performance of the employees. It is an
educational tool which consists of information and instructions to make existing skills
sharp, introduce new concepts and knowledge to improve the employee
performance.
Training and development in HRM are two different activities which go hand-in-hand
for the overall betterment of the employee. The short term and reactive process is
training which is used for operational purpose while the long term process of
development is for executive purpose. The aim of training & development is
improvement of required skills in the employee whereas the aim of development is
to improve the overall personality of the employee.
1.2 Methods of training and development

Figure 1: Methods of training and development

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•

On-the-job training methods:

Under these methods new or inexperienced employees learn through observing peers
or managers performing the job and trying to imitate their behaviour. These methods
do not cost much and are less disruptive as employees are always on the job, training
is given on the same machines and experience would be on already approved
standards, and above all the trainee is learning while earning. Some of the commonly
used methods are:
•

Coaching:

Coaching is one-on-one training. It helps in quickly identifying the weak areas and
tries to focus on them. It also offers the benefit of transferring theory learning to
practice. The biggest problem is that it perpetuates the existing practices and styles.
•

Mentoring:

The focus in this training is on the development of attitude. It is used for managerial
employees. Mentoring is always done by a senior inside person. It is also one-to- one
interaction, like coaching.
•

Job Rotation

It is the process of training employees by rotating them through a series of related
jobs. Rotation not only makes a person well acquainted with different jobs, but it also

alleviates boredom and allows to develop rapport with a number of people. Rotation
must be logical.
•

Job Instructional Technique

This method is a valuable tool for all educators (teachers and trainers). It helps us:.
•

to deliver step-by-step instruction

•

To know when the learner has learned

•

To be due diligent (in many work-place environments)
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•

Off-the-job training methods

These methods are conducted separate from the job environment, study material is

supplied, there is full concentration on learning rather than performing, and there is
freedom of expression. Important methods include:
•

Lectures and Conferences:

Lectures and conferences are the traditional and direct method of instruction. Every
training programme starts with lectures and conferences. It’s a verbal presentation for
a large audience. However, the lectures have to be motivating and creating interest
among trainees. The speaker must have considerable depth in the subject. In colleges
and universities, lectures and seminars are the most common methods used for
training.
•

Vestibule Training:

Vestibule Training is a term for near-the-job training, as it offers access to something
new (learning). In vestibule training, the workers are trained in a prototype
environment on specific jobs in a special part of the plant.
•

Simulation Exercises:

Simulation is any artificial environment exactly similar to the actual situation. There
are four basic simulation techniques used for imparting training: management games,
case study, role playing, and in-basket training.
•

Sensitivity training

Sensitivity training is also known as laboratory or T-group training. This training is
about making people understand about themselves and others reasonably, which is
done by developing in them social sensitivity and behavioral flexibility. It is the
ability of an individual to sense what others feel and think from their own point of
view.

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1.3 Training And Development Goals
The overall goal of human resource training and development is to make the most of
existing human resources and improve the effectiveness of the organization by
helping employees better understand the business, better understand about their
profession and perform their functions and duties more self-consciously, with a better
attitude, as well as improve their abilities and tasks more self-consciously, with a
better attitude, as well as enhance their adaptability to future work.
Human resources are one of the most important resources, creating material and
spiritual strength for businesses, especially in the current integration and competitive
environment. Businesses that want to develop successfully need to rely on many
resources and only human resources are an important factor creating motivation for
development.
a. For Businesses:
+ Improve labor productivity, performance efficiency and work quality.
+ Improve the stability and dynamism of the organization.
+ Maintain and improve the quality of human resources.
+ Facilitating the application of technical and managerial advances to enterprises.

b. For employees:
+ Timely add the necessary knowledge and skills to complete the task.
+ Create a bond between employees and businesses.
+ Create the professionalism of employees.
+ Create adaptation between employees and current and future jobs.
+ Meet the needs and development aspirations of employees.
c. For the social economy:
Education, training and capacity development of workers have a great influence on
the socio-economic development of a country. It is the source of the success of a
developed country and also a positive factor to help the economy go up, typically
countries: the US, UK, Japan, China..
1.4 The importance of training and developing human resources:
a. Helps improve employee productivity and efficiency

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Implementing human resource training programs right at the working environment is
to create conditions for employees to exploit new working skills, improve their own
efficiency and productivity and more. Moreover, it opens up many new opportunities
for employees to improve their ability to be ready to face new challenges. Only when
fully equipped with knowledge and skills to plan work can employees confidently
express themselves in the working environment and meet a variety of different job
requirements from their superiors.
b. Build relationships among employees
Organizing human resource training will create an interactive space for employees in

the company, create opportunities for them to talk and build a cohesive team between
different departments and positions in the company. This will bring about an open
and friendly working environment, helping its employees to work in harmony and
achieve high efficiency in the cooperation projects of the enterprise.

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CHAPTER 2: UNILEVER ANALYSIS
2.1 Overview of Unilever
2.1.1 History and development :
Unilever was founded in 1929 by the merger of the Dutch margarine producer
Margarine Unie and the British soapmaker Lever Brothers. Nowadays, the company
is one of the most international companies in the world - has some 300 operating units
in 88 countries and its products – over 1,000 strong successful brands – are marketed
in over 150 countries worldwide. Some of Unilever’s most prominent brands are
Knorr, Dove, Axe, and Lipton. Unilever also has a thriving professional cleaning
business, DiverseyLever, which provides cleaning and hygiene products for the
industrial and institutional markets.
In 2019, the Unilever Group was listed as the fourth largest FMCG company
worldwide in terms of sales. The largest product segment of the Unilever Group is
their personal care segment which generated approximately 21.1 billion Euros in
revenue in 2020.
2.1.2 Work environment
The work environment here is friendly, open and professional. Senior leaders and
managers at Unilever always try to create conditions and opportunities for employees

to develop their potential and capacity. Unilever always has attractive remuneration
for employees. Employees here have a lot of opportunities to work, explore new areas
to improve themselves.
2.1.3 Vision
Unilever’s vision is “To make sustainable living commonplace. We believe this is
the best long-term way for our business to grow.”. The core components in
Unilever’s vision includes: Commonplace sustainable living, Best long-term way,
Business growth.
This vision aligns with Unilever’s corporate social responsibility strategy to address
business stakeholders in the consumer goods industry.
2.1.4 Mission

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Unilever’s mission is “ To add vitality to life. We meet everyday needs for nutrition,
hygiene and personal care with brands that help people feel good, look good and
get more out of life.”.
Their mission focuses on satisfying customers in various aspects of their lives. The
significant components in Unilever’s mission are Adding vitality to life, Meeting
everyday needs for nutrition, hygiene, and personal care, Helping people feel good,
look good, and get more out of life.
2.2 Training strategy and development in Unilever
In the period of world economic integration, domestic enterprises always have the
opportunity to develop and compete with foreign enterprises. However, to be able to
reach the international level, domestic enterprises need to improve the quality of

human resources in the labor market. Not only that, attracting, organizing training
and keeping talents is also a matter of great concern to businesses.
From having to hire international experts, Unilever Vietnam has become a place to
train and export talents for many Unilever branches around the world. In early 2016,
Unilever was also in the TOP 10 enterprises with the best working environment in
Vietnam, the first position according to Jobstreet.
What HR training strategy and development has helped Unilever to be at the
top as it is today?
With the slogan "People are the most important asset, the determining factor for the
success of the business" - “Con người là tài sản quan trọng nhất, là yếu tố quyết định
sự thành công của doanh nghiệp”, Unilever identifies the Human Resources
Department as the core place to build the most effective human resource plan.
Training for employees at the Human Resources Department before implementing
training for other departments.
Change HR Department to Strategic Partnerships Department
Different from the Human Resources Department of other enterprises, Unilever plans
the Human Resources Department to be the core place, the locomotive for the entire
enterprise. Unilever built the Human Resources Department into a Strategic
Partnerships Department.

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Instead of just providing regular training plans, welfare support programs, and salary
planning, it must also help connect businesses. The Strategic Partnership Department
will contribute to the business strategy, helping to improve capacity and labor

productivity, which will be planned and implemented, in line with the business
strategy of the enterprise. Unilever's leadership shared: "Unilever's approach is to
focus on building a team of personnel with deep knowledge of human and market
expertise plus broad knowledge of business and business. socio-economic”.
Department heads and team leaders must coordinate with the Strategic Partnership
Department to develop a quality and effective human resource plan for each
department. Personnel in each department need to have a good understanding of the
job, corporate culture and colleagues. Managers and senior management act as
catalysts and advisors to support employees to quickly adapt to the new environment.
Whether employees are attached to the business or not, the quality and quantity of
employees will be stable and developed or not will depend on the personnel plan.
What is the current plan to train human resources at Unilever?

Figure 2: Vice President in charge of human resources of Unilever Vietnam

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According to Ms. Nguyen Tam Trang - Vice President in charge of human resources
of Unilever Vietnam, the talent development strategy at Unilever is always focused
on. Unilever organizes many programs to train and develop talents at the enterprise.
With its talent recruitment activities in Vietnam, Unilever offers programs such as:
Unilever Future Leaders Program, Unilever Future Leaders' League for fresh
graduates. Management Trainee Program (for Future Leaders) to train interns as
employees for Unilever. Unilever gives the opportunity to help each employee (old
or new) learn, experience working in the business. At the same time, the Strategic

Partnership Department expands opportunities to work and study to higher positions
such as team leader, department head, and leader.

Figure 3: Management Trainee Program (for Future Leaders)

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Figure 4: Unilever Future Leaders' League for fresh graduates
A GRADUATE PROGRAMME THAT IGNITES THE LEADER IN YOU
This two to three-year graduate programme is a development experience designed to
ignite the Leader in You. Over this time, you will gain excellent exposure through
rotations within your function in our business and meaningful interaction with
Unilever leaders.
Duration: 2–3 years

Rotation: Every 6 months within the function, international experience, exposure in
a disruptive business model (such as Unilever International) and a cross-function
rotation in Customer Development for all UFLs.
Functions: Finance, Marketing, Human Resources

Unilever always attaches great importance to human resource development as a
qualitative breakthrough for long-term sustainable development. Unilever's point of
view is "Development through people" - “Phát triển thông qua con người”, so
the company always cares about the interests of employees and is ready to support
them in all areas of work.

Bringing to life the value of “Learning every day, applying everywhere” - “Học
hỏi mọi ngày, ứng dụng mọi nơi” Unilever is on a mission to inspire work and support

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employees to become the most professional, and to help them develop themselves
and the Company.
Moreover, The Unilever company's personnel training plan is implemented through
the departmental leaders in the enterprise. Representatives of the departments closely
coordinate with the human resources department. Periodically, the departments hold
meetings and discussions to improve the quality of personnel training.
The specific Unilever personnel policy of each department will be updated and the
most suitable training recommendations will be provided. The head of the department
jointly proposed a plan to improve the quality of the human resources system,
improve the quality of the staff and the direction of recruiting senior personnel in the
future.

At Unilever, all learning programs are tailored to the specific needs of the Company.
The company encourages employees to take ownership of their own learning and
career development. The department head, human resources staff and training
department only play the role of supporting and guiding the employee's learning and
career development. Ongoing learning is at the heart of their culture – and their
commitment to helping people stay fit for the future of work. This might involve
enhancing their skills for their current role (upskilling), training to move to a different
role in Unilever (reskilling), or preparing for careers and opportunities beyond the

company's business.
Their duties are:
Senior manager:
•

Set training requirements for personnel and training departments.

•

Encourage and create conditions for employees to learn and develop.

Manager:
•

Encourage and support employees to apply new skills in work.

•

Train, guide and monitor employee development

Personnel:
•

Understand departmental needs and training needs

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•

Recommend and ensure the implementation of the annual training program of
the departments

•

Support the head of department/head of staff development

•

Responsible for professional skills learning program

Training department
•

Implement learning strategies

•

Building a learning environment

•

Implement and implement company-wide learning programs

•

Provide learning solutions

The areas of development are the set of skills and competencies that Unilever
managers and employees need to do their jobs excellently.
In conclusion, it can be said that Unilever pays great attention to investing in training
and developing employees. The proof is the activeness in offering a series of very
new and useful learning and training programs for employees in the company as well
as attracting potential human resources of the society.
In each period, Unilever has specific training plans to achieve defined goals. For
example, in 2009 and 2010, Unilever targeted training programs in China and Russia
on sales skills, while in Thailand it focused on leadership development.
The view of appreciating the human factor and its effects on the success or failure of
the organization has made Unilever have the right awareness and move in developing
the group, bringing it to a high position. in the economy as well as making an
important contribution to creating a significant number of jobs, supporting the
training and development of human resources of the society.
Especially in Vietnam, Unilever Vietnam (UVN) has contributed to improving
human resources. UVN has implemented training and training programs in many
different forms: full-time, study-by-work, domestic and international training, work
abroad, exchange and secondment programs . Becoming one of the five most
attractive companies in Vietnam is the most typical example of UVN's success.
In short, Employee Training and Development plays a very important role in
positioning the business, has great significance for the development of individuals as
well as organizations, contributing to the existence of the company. and
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competitiveness among businesses, for Unilever in particular and businesses in
general.
.

Figure 5: Providing skill for life
2.3 Training and development methods
•

Methods

On-the-job training is delivered to employees while they perform their regular jobs.
Off-the-job techniques include lectures, special study, films, television conferences
or discussions, case studies, role playing, simulation, programmed instruction and
laboratory training. Orientations are for new employees.
Nowadays they also provide E-learning training programs for their employees as a
part of global training.
Normally 3 types of methods that Unilever usually apply for training are
•

E learning process:

Basically E learning is an online training process.50%-60% training conducted under
this process. It can be both on the job and off the job training.
For example: Audio library, Video library.
•

ILT :

ILT- instructor-led training. It basically means interactive learning technique. 20%

training is conducted under this process. . It can be both on the job and off the job
training.
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For example: Video conference, focus group discussion.
•

Outside the country:

10%-20% training is conducted outside the country where regional operations of
Unilever take place. It is off the job training.
Training Hour
In case of on the job, Training does not always occur in office hours. It depends on
the needs. Unilever maintains a flexible time schedule for training.
For example:
On the job: 30 minutes to 3 days.
Off the job: 2/3days or weekly or monthly basis.
On an average, in one year Unilever allocates 1-1.5 months for training purposes.
Related Payment:
In Unilever, training is known as a Learning & development session. As they
prioritize training up to that level, they allocate a huge budget for training purposes.
This is not related to salary. They arrange a separate budget for that.
For example:
On the job: On an average Unilever costs overall 2 lakh on per individual trainee.
Off the job: It is more than 1-2 lakh as residential purposes are included, on average.

Types of Trainers:
Basically Unilever focuses on professional trainers who have best market
competency. They also hire other trainers but they are very rare in numbers. Trainers
they provide such as:
Internal trainers
Local trainers
International trainers
CASE STUDY: LIFELONG LEARNING FEST
Lifelong learning - The technology is powered by Israeli-based startup, InnerMobility
by Gloat, which has worked closely with Unilever to create the bespoke platform.
By accessing the platform, Unilever employees can work on projects for a small or
large proportion of time, increase and train the depth of their expertise of a current
skill or build new skills and experiences. Through the power of AI, people are
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suggested opportunities that match their profile and aspirations, and at the same time,
giving full visibility to all opportunities available globally across all areas of the
business, ultimately democratising and giving transparency to the way the company
develops talent.

Figure 6: Learning Fest X Data & Analytics
2.4 Achievements when implementing training and development employees of
Unilever

Figure 7: Unilever Vietnam and The Gioi Di Dong took a souvenir photo after

receiving the award

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At the Vietnam HR Awards 2018 that just took place in Ho Chi Minh City, 12
businesses were honored in 10 official categories, including Unilever Vietnam. This
is an award for companies with excellent, professional and reliable human resource
management strategies, initiated by Labor & Social Newspaper in collaboration with
Talentnet company, using the professional method of the award. Singapore HR
Awards. In addition to the award from the Vietnam HR Awards, Unilever Vietnam
regularly receives high praise from domestic and international organizations for its
excellent human resource development strategy. Before that, the company has been
voted as the best place to work in Vietnam for 4 consecutive years

Figure 8: Unilever

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CHAPTER 3: CONCLUSION
3.1. Advantages and disadvantages of Unilever's training and development

activities
3.1.1. Advantages
a. For Businesses
Reduced wastage and supervisor: When employees are trained, they will learn
to make good, safe and economical use of the company's materials, tools and
equipment. Accidents and equipment damage will be minimized, and this will keep
waste low. Though training employees should not totally eliminate the need for
supervision, it can significantly reduce the need for excessive supervision in the
workplace. Help Unilever - a large corporation to be flexible in personnel matters
Employee training and development helps companies keep pace with changes
in the industry: Unilever - modern companies need to develop continuously, which is
why training is essential for employees. The importance of employee training is
paramount, particularly when you are trying to keep up with industry changes, rules,
and regulations. Having up-to-date knowledge about your industry will help you stay
ahead of the competition.
Create trust for employees so that employees can devote their best and longterm
Risk Management: Certain types of training are specifically designed to
minimize the risk to workers and the organization in terms of accidents, safety code
violations, lawsuits and customer complaints. Diversity training, training about
sexual harassment, workplace safety training, customer service training and other
quality initiatives can all help businesses to develop their services and
competitiveness while minimizing any hazards along the way.
=> Unilever won prizes in Leadership and Growth Opportunity; and Intel in Work,
Life Quality and Company Reputation.The survey showed that good benefits were
one of the most important factors which connect internal employees and attract
external talents, building a beautiful image of the business in the world.
b. For worker

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Training courses, both overseas and in Vietnam, covering professional
courses, teamwork, communication, computer skills, English language and many
others, provide the best conditions for UVN trainees to learn and develop their skills
Increasing retention: If you show your employees that you value them enough
to invest time and resources in giving them the tools they need to grow, they're more
likely to stay with your company over time. Not only will you make their jobs more
interesting, but you will also show them that you value their work and their tenure.
Increase Motivation and Engagement: Giving people the knowledge,
education and tools to work better, win promotions and fulfill their career potential
shows employees they are valued. Employees who feel appreciated tend to feel
motivated in their work and are more satisfied with their jobs. Naturally, this creates
loyalty, engagement and enthusiasm among staff – attributes that boost performance
and benefit the organization.
Measurability: Setting goals during training allows you to measure progress.
Different people learn at different rates. If a worker is sent to do her job being
inadequately trained or unsure about some of her abilities, this can lead to errors that
hamper productivity. Having clear, concise learning expectations ensures that each
trainee masters the required competency before moving forward and that employees
have all the tools they need to do their jobs

3.1.2. Disadvantages
Although Unilever's training and development activities come with so many
advantages, it can also have some disadvantages, which sometimes prevent some
organizations from engaging in it. Some of the disadvantages associated training and
development activities include the following:

Expense: Unilever organises several forms of training courses for local
partners’ personnel, ranging from technical advice to organisational and managerial
practice. Depending on the targeted purpose, trainers may be foreign or domestic
technicians/experts or Unilever staff. Training courses may also be held in
collaboration with public institutions/agencies such as universities or ICO
stockholding Singapore. It costs money to train and invest in your staff. Whether
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you're paying for dedicated training or diverting employee hours from tasks that are
more likely to directly increase your incoming revenue, human resource planning
may likely decrease your bottom line in the short term before it increases your profits
in the long term.
Unpredictability: Although training employees has the potential to give your
business a greater degree of stability by building the skills of your workforce, there
is no guarantee that the workers you train will stay with your company long enough
for you to reap the benefits of your investment.
Illusion of certain: While human resource planning (HRM) can make your
workforce better able to do their jobs, you may be training personnel to perform
functions that become obsolete as your company and your industry evolve. This can
give you a false sense of security and may prevent you from reacting quickly enough
to developments.

3.2 Conclusion
3.2.1 Overview
Nowadays business does not mean just selling and purchasing the products or

services. This is very important to conduct the business in an organized and effective
manner. A successful business needs strong, efficient, skilled and talented and a loyal
workforce, who are also satisfied with their job. They are to do their job in the ways
the organization wants to achieve its goal. This is why the concept of Training and
Development originated. Employee training and development programs are essential
to the success of businesses worldwide. Not only do these programs offer
opportunities for staff to improve their skills, but also for employers to enhance
employee productivity and improve company culture.
Unilever is one of the most famous and successful multinational corporations in the
world and it is the duty of this company to continue the business holding that image.
Behind this successful journey of Unilever their training and development system has
a large contribution. Talent development is vital to sustainable Unilever growth and

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success. Unilever goes through lengthy processes to recruit and onboard qualified and
suitable employees.
Unilever always attaches importance to human resource development as a qualitative
breakthrough for long-term sustainable development. Unilever's point of view is
"Development through people", so the company always cares about the interests of
employees and is ready to support them in all areas of work. Bringing to life the value
of “Learning every day, applying everywhere”, Unilever is always on a mission to
inspire work and support employees to become the most professional people, and to
help them develop themselves and the company. The learning and development of
employees is vital for their performance improvement as well as retention. In order

to improve its competitive edge, a company should have employees who can learn
better and then translate that learning into action more rapidly.
3.2.2 Solutions to improve training and development strategies
The role of the training and development department is at a critical juncture.
Especially in the context of the ongoing covid-19 pandemic, Unilever has been
making changes in its employee training strategy. In the process of working from
home because of the pandemic, Unilever has also conducted employee training
courses online.
To ensure that employees can still connect and learn while working remotely while
maintaining work performance, here are solutions to improve training strategy at
Unilever
- Preparing employees for change: A Strategy to Maintain Productivity – Change can
be disruptive, but it doesn’t have to bring everything to a grinding halt. Training in
Unilever should include how to deal with potential distractions and roadblocks as you
implement change, that way you don’t lose profits while you work toward change.
Maintaining stability in this way can also help your employees feel more secure
amidst all of the change.
- Enhance cross-departmental collaboration in Unilever: A truly cohesive workforce
that excels at cross-departmental training can help bridge the gap between cultures,
give employees the opportunity to learn more about other parts of the Unilever, and
encourage more empathy across the board. But the truth is, most teams aren’t natural
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collaborators. Without the right structures in place to help your people to connect,
some initiatives could run the risk of falling flat. For example, your marketing

department is aiming to enhance the company’s brand with new content but doesn’t
consult with the sales or customer service teams. If the marketing team isn’t fully
aware of the unique pain points of their customers, the message most likely won’t
resonate. Although this is just one instance, a collaboration problem could lead to
more detrimental results.
- Making sure that what is lacking is indeed training: One of the reasons training
sometimes yields few results is because the solution tends to be applied to a problem
that would in fact require a different one. It is therefore essential to evaluate whether
the problem you are attempting to solve stems from a shortcoming in terms of
competencies. Investing in training and development would be useless if the low
output is caused by a lack of motivation, an inappropriate work environment or by
difficulties at the management level. Training and development of competencies is
an appropriate solution if the low output is indeed caused by insufficient mastery of
a certain task, and is therefore related to knowledge, know-how or behaviour.
- Confirming that the approach is adapted to the learner: In addition to making sure
that the contents are adapted to the job in order to make the training efficient, the
approach must also be adapted to the learner’s specific way of learning. For instance,
a learner who has a “practical” approach would appreciate concrete examples and
clear visuals. They seek to quickly apply the newly acquired information because
they have a general tendency of learning through practice. A learner who has a
conceptual way of learning would prefer to have a lot of information, whether it
comes in the form of a presentation or readings, and they will want to observe and
reflect upon the new data before applying it. Participating in conferences or webinars
is very suitable for this type of individual. Unilever can evaluate your employees’
learning style with psychometric tests; this will allow Unilever to offer a training that
corresponds to their natural abilities in terms of learning. This way, they will learn
more quickly and easily.

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REFERENCES
Assignment on Training and Development of Unilever. (2018, May 15). From
/>Daniels, R. (2021, April 15). Methods of Training and Development in HRM. From
/>HRchannels. (2021, 09 15). Công tác đào tạo đội ngũ nhân sự của Unilever thành
công thế nào? From />Roy, M. (n.d.). Making Sure that What is Lacking is Indeed Training. From
/>Tushi,

S.

M.

(n.d.).

Trainning

Method

of

Unilever.

From

/>Unilever. (2019, June 24). Unilever launches new AI-powered talent marketplace.
From />YOUNG, J. (2017, February 21). Unilever’s Vision Statement & Mission Statement

(An Analysis). From />
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