Nestlé 2013

German University in Cairo

Faculty of Management Technology

Project

Prepared By:

Dina Amgad El Amir

Naglaa Ahmed Raouf Hamed

Submitted To

Dr. Tarek El-Badawy

Course Name

Human Resource Management (HROB 901)

December 2013

Nestlé 2013

History of the Company

Nestlé's origins date back to 1866, when two separate Swiss enterprises were founded that would later form the core of Nestlé. In the succeeding decades, the two competing enterprises aggressively expanded their businesses throughout Europe and the United States.

In August 1867, Charles (US consul in Switzerland) and George Page, two brothers from Lee County, Illinois, USA, established the Anglo-Swiss Condensed Milk Company in Cham, Switzerland. Their first British operation was opened at Chippenham, Wiltshire, in 1873.

In September 1866, in Vevey, Henri Nestlé developed a milk-based baby food, and soon began marketing it. The following year saw Daniel Peter begin seven years of work perfecting his invention, the milk chocolate manufacturing process. Nestlé's was the crucial cooperation that Peter needed to solve the problem of removing all the water from the milk added to his chocolate and thus preventing the product from developing mildew. Henri Nestlé retired in 1875 but the company under new ownership retained his name as Société Farine Lactée Henri Nestlé.

In 1877, Anglo-Swiss added milk-based baby foods to their products and in the following year the Nestlé Company added condensed milk so that the firms became direct and fierce rivals.

In 1905, the companies merged to become the Nestlé and Anglo-Swiss Condensed Milk Company, retaining that name until 1947 when the name Nestlé Alimentana SA was taken as a result of the acquisition of Fabrique de Produits Maggi SA (founded 1884) and its holding company Alimentana SA of Kempttal, Switzerland. Maggi was a major manufacturer of soup mixes and related foodstuffs. The company’s current name was adopted in 1977. By the early 1900s, the company was operating factories in the United States, United Kingdom, Germany, and Spain. The First World War created demand for dairy products in the form of government contracts, and, by the end of the war, Nestlé's production had more than doubled.

Nestlé felt the effects of the Second World War immediately. Profits dropped from US$20 million in 1938, to US$6 million in 1939. Factories were established in developing countries, particularly in Latin America. Ironically, the war helped with the introduction of the company's newest product, Nescafé ("Nestlé's Coffee"), which became a staple drink of the US military. Nestlé's production and sales rose in the wartime economy.

After the war, government contracts dried up, and consumers switched back to fresh milk. However, Nestlé's management responded quickly, streamlining operations and reducing debt. The 1920s saw Nestlé's first expansion into new products, with chocolate-manufacture becoming the company's second most important activity. Louis Dapples was CEO till 1937, when succeeded by Édouard Muller till his death in 1948.

The end of World War II was the beginning of a dynamic phase for Nestlé. Growth accelerated and numerous companies were acquired. In 1947 Nestlé merged with Maggi, a manufacturer of seasonings and soups. Crosse & Blackwell followed in 1950, as did Findus (1963), Libby's (1971) and Stouffer's (1973). Diversification came with a shareholding in L'Oréal in 1974. In

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1977, Nestlé made its second venture outside the food industry, by acquiring Alcon Laboratories Inc.

In 1984, Nestlé's improved bottom line allowed the company to launch a new round of acquisitions, notably American food giant Carnation and the British confectionery company Rowntree Mackintosh in 1988, which brought the Willy Wonka brand – among others – to Nestlé.

The first half of the 1990s proved to be favourable for Nestlé. Trade barriers crumbled, and world markets developed into more or less integrated trading areas. Since 1996, there have been various acquisitions, including San Pellegrino (1997), Spillers Petfoods (1998), and Ralston Purina (2002). There were two major acquisitions in North America, both in 2002 – in June, Nestlé merged its U.S. ice cream business into Dreyer's, and in August a US$2.6 billion acquisition was announced of Chef America, the creator of Hot Pockets. In the same time-frame, Nestlé came close to purchasing the iconic American company Hershey's, one of its fiercest confectionery competitors, although the deal eventually fell through.[11][better source needed] Another recent purchase included the Jenny Craig weight-loss program, for US$600 million.

In December 2005, Nestlé bought the Greek company Delta Ice Cream for €240 million. In January 2006, it took full ownership of Dreyer's, thus becoming the world's largest ice cream maker, with a 17.5% market share.

In November 2006, Nestlé purchased the Medical Nutrition division of Novartis Pharmaceutical for $2.5B, also acquiring, in 2007, the milk-flavoring product known as Ovaltine.

In April 2007, returning to its roots, Nestlé bought US baby-food manufacturer Gerber for $5.5 billion.

In December 2007, Nestlé entered into a strategic partnership with a Belgian chocolate maker, Pierre Marcolini.

Nestlé agreed to sell its controlling stake in Alcon to Novartis on 4 January 2010. The sale was to form part of a broader US$39.3 billion offer, by Novartis, for full acquisition of the world’s largest eye-care company.

On 1 March 2010, Nestlé concluded the purchase of Kraft Foods' North American frozen pizza business for $3.7 billion.

In July 2011, Nestlé SA agreed to buy 60 percent of Hsu Fu Chi International Ltd. for about $1.7 billion. On 23 April 2012, Nestlé agreed to acquire Pfizer Inc.'s infant-nutrition unit for $11.9 billion. Before the acquisition, there was a 'bidding war' between the three shareholders Nestlé, Mead Johnson Nutrition and Danone. Each of the companies held a share, with Nestlé holding the biggest share (17%) (Johnson held 15%, Danone 13%).

As of 28 May 2013, Nestlé has announced that it will expand R&D in its research center in Singapore. With a primary focus on health and nutrition, Nestlé is investing $4.3 million in its

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Singapore center, creating 20 jobs for experts in related R&D fields. In 2013 Nestle Nigeria successfully pioneered and implemented the use of compressed natural gas as a fuel source to power their Flower-gate factory.

Introduction to Nestlé

Nestlé Corporate Business Principles will continue to evolve and adapt to a changing world, their basic foundation is unchanged from the time of the origins of their Company, and reflects the basic ideas of fairness, honesty, and a general concern for people. Nestlé is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices: -Nestlé's business objective is to manufacture and market the Company's products in such a way as to create value that can be sustained over the long term for shareholders, employees, consumers, and business partners. -Nestlé does not favor short-term profit at the expense of successful long-term business development.- Nestlé recognizes that its consumers have a sincere and legitimate interest in the behavior, beliefs and actions of the Company behind brands in which they place their trust and that without its consumers the Company would not exist. - Nestlé believes that, as a general rule, legislation is the most effective safeguard of responsible conduct, although in certain areas, additional guidance to staff in the form of voluntary business principles is beneficial in order to ensure that the highest standards are met throughout the organization.- Nestlé is conscious of the fact that the success of a corporation is a reflection of the professionalism, conduct and the responsible attitude of its management and employees. Therefore recruitment of the right people and ongoing training and development are crucial.- Nestlé continues to maintain its commitment to follow and respect all applicable local laws in each of its markets.

Mission Statement

At Nestlé, we believe that research can help us make better food so that people live a better life. Good Food is the primary source of Good Health throughout life. We strive to bring consumers foods that are safe, of high quality and provide optimal nutrition to meet physiological needs. In addition to Nutrition, Health and Wellness, Nestlé products bring consumers the vital ingredients of taste and pleasure.

Vision Statement

Nestlé aim is to meet the various needs of the consumer every day by marketing and selling food of a consistently high quality. The confidences that consumers have in our brands is a result of our company’s many years of knowledge in marketing, research and development, as well as continuity – consumers relate to this and feel they can trust our products.

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Main Products

Good Food, Good Life: the key to health, nutrition and wellness. With over 140 years of experience and expertise, we take great pride in bringing you the best products because happy, healthy consumers are important to us. We develop our products keeping your preferences, tastes and needs in mind. We understand that you, along with millions of other consumers, know that you can trust our products to deliver purity, quality, convenience and nutrition. Our products are carefully aligned to Pakistani tastes and needs. We're always trying hard to develop new products and improve existing ones, and serve our consumers better. That's why through constant renovation and innovation we're always testing or launching value added products and making them available in sizes that will suit every requirement. So explore the world of health with Nestlé products, and find out what suits your family's needs!

Figure 1 Hierarchy Structure

Human Resources Department at Nestlé

HR Dep. is dedicated to their employees, and ensures that they have all the right people with the right skills, in the right places at the right time. Understanding that their people are the bedrock of all their business strategies, it is their mandate to enhance their skills with cutting-edge training and provide them with world-standard facilities. They select flexible, innovative people who are ready to confront new challenges and make a difference. Their groundbreaking Management Trainee Programmed aims to develop talented young men and women and help them achieve their potential in a dynamic and enabling

CEOPresident

Marketing & Sales

Director

Human resource

Director

ITDirector

AccountingDirector

CFO

Sales departm

entNational sales

manger

Divisional

sales manger

Regional sales

manger

DistrictSales

manger

Key accountSales

manger

Sales person

Sales trainee

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environment. Over a hundred people travel out of the country every year to take advantage of their international training and development events.

Figure 2 HR Department at Nestle

HR activities at Nestlé

1. Recruitment: the potential for professional development is an essential standard for recruitment

2. Performance Appraisal: The corresponding manager or supervisor evaluate or Judge the Job performance of an employee by a method like performance appraisal, employee appraisal, and performance review or development discussion. The employees are given importance at their work place as the Nestlé Company is absolutely dependent on the quality of its employee’s performance. The company pays incentives to its employees to encourage them to give better performance.

3. Compensation Benefit: Compensation is a main thing of Nestlé Real Rewards package, which forces the top performers to give their best. The philosophy of Nestlé is to afford and keep up disciplined compensation programs that keep up a long term relationship with employees at the time of judging their performance. Nestlé promise to offer compensation packages including base pay, short and long term incentives and benefits. Nowadays they are competitive in market.

Nestlé Human Resource Policy

Nestlé Human Resource policy encompasses those guidelines which constitute a sound basis for efficient and effective HR Management in the Nestlé Group around the world.They are in essence flexible and dynamic and may require adjustment to a variety of circumstances. Therefore its implementation will be inspired by sound judgment, compliance with local market laws and common sense, taking into account the specific context. Its spirit should be respected under all circumstances.As Nestlé is operating on a worldwide basis, it is essential that local legislation and practices be respected everywhere. Also to be considered is the degree of development of each market and its capacity to advance in the management of their human resources.

HR Director

Benefits &

Compensation Manger

Organizational

development Manager

CSV Manger

Recruiting Manger

Training

Manager Benefits &

Compensation

Coordinator

Training Coordina

tor

OD Coordina

tor

CSV Coordinato

r

Recruiter Coordinat

or

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Should any HR policy conflict with local legislation, local legislation will prevail. These policies are addressed to all those who have a responsibility in managing people as well as to HR professionals.The Nestlé Management and Leadership Principles include the guidelines inspiring all the Nestlé employees in their action and in their dealings with others. The Corporate Business Principles refer to all the basic principles which Nestlé endorses and subscribes to on a worldwide basis.Both these documents are the pillars on which the present policy has been built.

1. A shared Responsibility Each employee has a distinct responsibility in dealing with people be it as a leader of a team or as a peer. HR managers and their staff are there to provide professional support in handling people matters but should not substitute themselves to the responsible manager.Their prime responsibility is to contribute actively to the quality of HR management throughout the organization by proposing adequate policies, ensuring their consistent application and coherent implementation with fairness.Acting as business partners, the HR manager advises and offers solutions which results in positive impact on the organization’s effectiveness. Furthermore, she/he proposes best practices and provides state-of-the-art support and counseling to her/his colleagues. Together they act as co-responsible partners for all HR matters.This partnership is the key for efficiency in people management.The communication skills of the HR staff must be appropriate to deal with all delicate matters as they occur frequently in human relations issues. They gain their credibility not only from their professional contribution but also through the care and the excellence of their communication skills.

2. Dealing with PeopleThe Nestlé Management and Leadership Principles describe the management style and the corporate values of the Nestlé Group, specifically in the area of interpersonal relations. Their respect calls for specific attitudes which deserve to be outlined in the present policy:- A prerequisite for dealing with people is respect and trust. There can be no room for intolerance, harassment or discrimination of any kind as they are the expression of an elementary lack of respect. This principle suffers no exception and is to be applied at all levels and under all circumstances.- Transparency and honesty in dealing with people are a sine qua non for efficient communication. Based on facts and on a sincere dialogue, such transparency is the only solid basis for boosting continuous improvement.- This is to be complemented by open communication with the purpose of sharing competencies and boosting creativity. It is particularly relevant in a flat organization to convey systematically all information to those who need it to do their work properly. Otherwise no effective delegation or knowledge improvements are possible.- To communicate is not only to inform. It is also to listen and to engage in dialogue. Every employee has the right to an open conversation with superiors or colleagues.- The willingness to cooperate and to help others is a required basis for assessing potential candidates in view of a promotion.

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- In case of discord between an employee and her/his superior or another employee, the possibility must be offered for a fair hearing. The HR staff will provide assistance to ensure that the disharmony is dealt with impartially and that each party has the opportunity to explain her/his viewpoint regardless of hierarchical position.

3. Joining NestléThe long-term success of the Company depends on its capacity to attract, retain and develop employees able to ensure its growth on a continuing basis. This is a primary responsibility for all managers. The Nestlé policy is to hire staff with personal attitudes and professional skills enabling them to develop a long-term relationship with the Company. Therefore the potential for professional development is an essential standard for recruitment.Each new member joining Nestlé is to become a participant in developing a sustainable quality culture which implies a commitment to the organization, a sense for continuous improvement and leaves no place for complacency. Therefore, and in view of the importance of these Nestlé values, special attention will be paid to the matching between a candidate’s values and the Company culture. Hence, a clear communication of these principles and values from the very beginning of the recruitment process is required.Those who are not willing to adhere to the Corporate Business Principles and/or to the Nestlé Management and Leadership Principles cannot be part of the Company, as both these documents express the basic values and principles of the Organization. Moreover, for managerial positions specific leadership qualities and business acumen will be required.Nestlé wishes to maintain and develop its reputation as an employer of high repute. Contacts with universities, attendance at recruitment events and other contacts are to be undertaken so as to ensure good visibility of the Company vis-à-vis relevant recruitment sources. Particular care will be given to the treatment of each candidacy regardless of the outcome of the selection process. Even when promoting employees intensively from within the organization, it is the role of management and HR to keep an eye on valuable candidates from outside and to benchmark internal skills with external offers. Whilst adequate recruitment tools may improve the hiring process, it is understood that the decision to hire a candidate remains in the hands of the responsible manager supported by the HR staff. Under no circumstances should the decision to hire or not to hire be left in the hands of an outside consultant or expert. As mentioned in the Nestlé Management and Leadership Principles, only relevant skills and experience and the adherence to the above principles will be considered in employing a person. No consideration will be given to a candidate’s origin, nationality, religion, race, gender or age. It is as important to hire the right person as it is to integrate newcomers in the organization so that their skills and behavior can merge smoothly with the company culture. Whereas from new employees it is expected to respect our company’s culture, it is accordingly required from all employees to show an open mind towards new ideas and proposals coming from outside.

4. Employment at NestléThe Corporate Business Principles outline the Company’s commitment to fully endorse and to respect a series of principles and international conventions concerning employee’s rights, the protection of children against child labor and other important issues. These principles are to be respected everywhere and under all circumstances. The management will implement the

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necessary processes to ensure that these principles are enforced at all levels. Employees who are not abiding with the Corporate Business Principles and the Nestlé Management and Leadership Principles cannot be maintained in employment and will be requested to leave the organization. Also our main suppliers and providers of outsourced services should be informed of the Corporate Business Principles and should comply with those.Nestlé provides a working environment which protects the health and welfare of the employees according to the highest affordable standards of safety, hygiene and security. Each employee should not only care for her/his own safety but also that of her/his colleagues. Therefore, suggestions for improvement are welcome and will be given prime consideration. In the same way that no discrimination for reason of origin, nationality, religion, race, gender or age will be tolerated when joining Nestlé, no such discrimination will be tolerated towards Nestlé’s employees.Furthermore, any form of harassment, moral or sexual, will not only be prohibited but actively tracked and eliminated. Internal rules and regulations will explicitly deal with discrimination and harassment issues so as to obtain the best possible prevention.Nestlé considers that it is not enough to avoid discrimination or harassment. It is essential to build a relationship based on trust and respect of employees at all levels. Therefore, it is indispensable for each manager to know how her/his employees feel in their work. In larger units it may be necessary to organize such feedback on a regular basis, using internal surveys or other valuable approaches. Nestlé favors a policy of long-term employment. Whenever, an operation/activity cannot be maintained within the Nestlé sphere, reasonable steps will be undertaken to avoid overall loss of employment by identifying an external business willing to take over activity from Nestlé, whenever this is possible. If this is not possible, a closing down may be unavoidable. It will be handled in full respect of local legislation and of the Corporate Business Principles. A social plan will be elaborated taking into account the legitimate interests of the concerned staff. Reasonable efforts will be deployed to reduce, as much as possible, the negative social impact of such a situation.

5. Work/Life Balance At Nestlé they believe that the employee’s private and professional life should have a good balance. Not only because it reinforces employee’s satisfaction, loyalty and enhances productivity but also because it positively reflects on the Company’s reputation. It helps attracting and retaining people and reconciles economical imperatives with well being.Nestlé is willing to support employees who wish to take an active part in the life of the community or by assuming responsibilities in professional, civic, cultural, religious or voluntary organizations it being understood that any activity during working hours be first approved by the Company. In the same spirit, Nestlé encourages flexible working conditions whenever possible and encourages its employees to have interests and motivations outside work.

6. Remuneration Nestlé favors competitive, stimulating and fair remuneration structures offering an overall competitive and attractive compensation package. Remuneration includes salary, any variable part of remuneration as well as social, pension and other benefits. Each operating company will establish a compensation practice taking into account relevant external compensation levels as

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well as the requirement of internal fairness. It is recommended to undertake regular surveys so as to gather relevant information on the remuneration levels practiced at a local or national level.Nestlé’s policy is to strive to position itself as an employer offering remuneration levels above the average of the relevant benchmark. Nestlé reviews regularly its competitive position with other companies so as to keep in line with the market trends. However, the evolution of remuneration is in the first instance determined by the capacity of the Company to improve its productivity. Wage and salary structures should be kept simple and avoid unnecessary complexity so as to provide effective compensation and reward.Remuneration structures should specifically facilitate the implementation of flat organizational structures and be flexible so as to be able to adapt to the evolution of the market conditions. This means broad spans allowing sufficient flexibility to effectively reward high professional insight and performances as well as individual potential.

7. Professional Development -LearningLearning is part of the Company culture. Each employee, at all levels, is conscious of the need to upgrade continuously her/his knowledge and skills. The willingness to learn is therefore a non-negotiable condition to be employed by Nestlé. First and foremost, training is done on-the-job. Guiding and coaching is part of the responsibility of each manager and it is crucial to make each one progress in her/his position. When formal training programs are organized they should be purpose oriented and designed to improve relevant skills and competencies. Therefore they are proposed in the framework of individual development programs. As a consequence, attending a program should never be considered as a reward.

Adequate training programs are developed at the level of each operating company capitalizing on the availability of local, regional or global resources of the Group. It is the responsibility of HR staff to assist the management in the elaboration of training programs. Great importance will be attached to programs enhancing the language skills of the employees. Training programs organized at the International Training Centre Rive-Reine aim at developing and sharing best practices of the various management disciplines practiced in the Group. They also strive to strengthen corporate cohesion as well as to promote networking throughout the Group. Training programs should, as much as possible, be based on action learning and reduce ex-cathedra teaching to the strict minimum. It is necessary to make optimal use of e-learning programs as a complement to or a substitute for formal training programs. According to needs they should be made available at shop floor level and enlarge the access to training. It is the role of each manager to assess progress achieved as a result of training programs.

-Assessing and DevelopingEach employee is in charge of her/his own professional development. However, the Company endeavors to offer the opportunity to progress for those having the determination and the potential to develop their capabilities. The Nestlé Human Resources Policy Professional Development Such opportunities should take into account the potential of each employee and be discussed with transparency. They will be based on defined possibilities, concentrate on the next career step and not on vague promises or remote hypotheses. The Company encourages its employees to express their objectives and expectations in an open dialogue. The objective is to retain and motivate employees by offering attractive but realistic career moves allowing them to develop their skills over a long-term period within the framework of economic reality and a changing environment. Whereas succession plans forecast the Company needs, they will be

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reconciled, inasmuch as possible, with individual development plans. HR management provides the support for implementing the necessary planning tools, having in mind the necessary flexibility to cope with unforeseen situations. However, it is understood that each manager is co-responsible for preparing the resources necessary to the development of the Company as this is also part of his accountability. Regular counseling and guidance are the best tools for improving performance and for helping people develop their skills. It also allows correcting errors swiftly and to transform them into a positive learning experience. In an organization with flat structures this supports better delegation. Direct personal contact should always been given preference over written communication whenever possible. Each manager has the duty to act as a mentor for his employees. Formal assessment should take place on a regular basis, preferably once a year. Its purpose is to provide feedback on past performance and future potential as well as on other relevant aspects concerning a staff member’s work including the development of his skills and competencies. Both the positive and negative aspects of individual performance should be frankly addressed.Assessment of performance should be based on facts rather than opinions.

For managerial positions, assessment will be based essentially on agreed objectives and their level of achievement. The Nestlé Human Resources Policy Efficient performance management emphasizing the achievement of agreed objectives is a prime responsibility for each manager. The necessary time should be dedicated to the monitoring and the follow-up of the progressive achievement of objectives during the year. This feedback is meant to stimulate performance and should take place through an open dialogue based on mutual trust and willingness to progress. It is requested to provide written evidence of such meetings. Focus should be essentially on continuous improvement, appropriate training measures but also on shaping a stimulating working environment. In case of serious underperformance, a termination of employment should be envisaged. Such termination should be handled with due respect of the person and should include, where appropriate, separation terms that take into account the employee’s personal situation.

When assessing potential it should be kept in mind that the best indicator of talent is achievement. Therefore responsibility should be given as early as reasonable to allow people to prove themselves. Candidates for managerial positions should clearly have demonstrated their willingness and ability to apply the Nestlé Management and Leadership Principles.

8. Industrial RelationsNestlé upholds the freedom of association of its employees and the effective recognition of the right to collective bargaining. Nestlé wishes, also through its relationship with unions and other representative associations, to sustain the long-term development of the Company, both to the benefit of the employees and of the Company, by maintaining a level of competitiveness adapted to its economic environment. Industrial relations are a clear responsibility of local management and will be handled at the appropriate level: first at site level (factories, warehouse) subsequently at regional or national level, according to local law and practices.Nestlé will ensure that direct and frequent communication is established with its employees, both union members and non-members, as mentioned in the Nestlé Management and Leadership Principles. Relations with unions will be established under strict observation of national law, local practices as well as those international recommendations to which Nestlé has adhered to on a voluntary basis as stated in the Corporate Business Principles.

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The Nestlé Human Resources Policy Contacts with union delegates should create a further opportunity to provide information allowing their members and other representative associations to acquire a full understanding of the business activities and the goals of Nestlé.In accordance with local legislation, Nestlé will refrain from any action restricting the employee’s right to be or not to be affiliated to a union. Nestlé will not engage with any union or other representative association in activities or discussions other than those relating to employment and working conditions as well as issues relating to the workplace.Whenever negotiations take place, they will be duly prepared with the full involvement of line management and take into account both the Company’s and the employees’ legitimate interest. In dealings with unions, it will be ensured that management prerogatives be properly maintained.

9. HR Organization The fact that Nestlé is more people and product than systems oriented is reflected in the way HR is functioning and is organized. Processes and systems as well as professional HR tools are there to support HR management but never to the detriment of the human dimension. The human perspective should be present at all times and under all circumstances.The HR function should report to the manager responsible for a defined operation (Region, Market, Country, and Factory) with a functional relation to the market HR according to the size of that operation. The HR manager should not only have the skills and competencies from a purely professional standpoint but also have the charisma and the credibility to be a trustworthy partner to her/his colleagues. Whereas the HR function should indeed provide flawless administrative support, its main role is to add value to the business and to play a proactive role in every situation where HR action is required. Specific HR KPI’s are useful in assessing the performance of an HR unit. However, it should be kept in mind that the HR contribution aims in the first place at optimizing the overall company performance through improving people performance. With the evidence that the human capital is of increasing importance, HR plays indeed a pivotal role in the conception and implementation of the people strategies that impact financial results and the organization’s overall reputation and effectiveness.

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Analysis of HR PerformanceThe performance of an organization must be analyzed for the development. This analysis makes revaluation of existing strategy possible and easy to understand the faults so that organization can rectify them at once.

Recruitment, training and development of employee’s caliber have been done with high standards.

HR Management provides best working conditions with suitable growth opportunities. Employees must maintain rules and regulation of the country.

HR Management keeps the record of the best performing employees and gives them opportunities for growth.

This analysis proves the best performance standard of HR dept. in the present market. It is clear that Nestlé emphasizes on personal achievement and the pay structure HR has planned for its employees and the company also mixes practices like Job Enrichment and Job enlargement, to motivate employees and to break the monotony of their Job tasks.