unilever thailand entry – award for best hr strategy in line with business
TRANSCRIPT
8 0 Y E A R S I N T H A I L A N D
TA L E N T & O R G A N I Z AT I O NR E A D I N E S S A S S E S S M E N T
2 0 1 5 S T R AT E G Y
G P S . T R A N S F O R M AT I O N
K E Y H I G H L I G H T S• R E C R U I T M E N T• E M P L O Y E E R E L A T I O N S ( L I V E L I F E )• P E O P L E W E E K 2 0 1 1• Z E R O F A T• M Y L E G A C Y
U N B E ATA B L E AWA R D S
TABLE OF CONTENTS
8 0 Y E A R SI N T H A I L A N D
GDP Source: www.tradingeconomics.com
GPS EE: 73%
Turnover : 641.8
USG% : 3.7%
Turnover : 660.9
USG% : 3.0%
Turnover : 659.4
USG% : -0.2%
Turnover : 545.6
USG% : 8.3%
YTD WL2+ Attrition: 14.21%
YTD Total Attrition: 6.01%
Mgt FTE: 198
GPS EE: 66% --- GPS EE: 52%
WL2+ Attrition: 14.88%
Total Attrition: 9.52%
WL2+ Attrition: 15.77%
Total Attrition: 9.16%
WL2+ Attrition: 11.56%
Total Attrition: 6.37%
Mgt FTE: 243 Mgt FTE: 242 Mgt FTE: 200
GDP: 5.3%
(31 December 2007)
GDP: - 4.2%
(31 December 2008)
GDP: 5.9%
(31 December 2009)
GDP: 9.1%
(30 June 2010)
2007 2008 2009 2010Finance Shared Services
HR Transformation
NPI / Lasagna
K2 / BD Co-Location U2K2 Go Live
T&O Readiness
6x6x6 New York Model Implementation
Mgt Restructuring
Salary & Promotion Freeze
New CLT Business Model
New Chairman: Bauke Rouwers
New CD VP: Andrew Kennedy
New Food & IC VP: Supattra P.
New CD VP: Peter Dekkers
New HRD: Nardredee A.
New Home Care Dir: Benjie Yap
BB/CD WL3 Reshuffle
Renew MD & Cat M Organisation
One Unilever R&D
Peoplelink 3355 Go Live
Kill Bill: Business Process Improvement
Compass 2015
WL2 & WL3 Exodus
50B Vision
Leadership Engagements / LSI and OCI
7 HabitsTalent 101 & GOLD
New Food Solutions Dir: Prasith
Beat Local CD Restructuring: Cat M / CMM & GT
New HRD: Tongwen Zhao
Red ShirtYellow Shirt New PM: AbhisitNew PM: SamakNew PM: Somchai
Supply Chain Restructuring
WL 2+ = 193
Turnover: 820
USG: 10%
GDP: 8.0%
(31 December 2010)
WL 2+ Attrition = 14%
Total Attrition = 7%
GDP Source: www.tradingeconomics.com
GPS EE: 73%
Turnover : 641.8
USG% : 3.7%
Turnover : 660.9
USG% : 3.0%
Turnover : 659.4
USG% : -0.2%
Turnover : 545.6
USG% : 8.3%
YTD WL2+ Attrition: 14.21%
YTD Total Attrition: 6.01%
Mgt FTE: 198
GPS EE: 66% --- GPS EE: 52%
WL2+ Attrition: 14.88%
Total Attrition: 9.52%
WL2+ Attrition: 15.77%
Total Attrition: 9.16%
WL2+ Attrition: 11.56%
Total Attrition: 6.37%
Mgt FTE: 243 Mgt FTE: 242 Mgt FTE: 200
GDP: 5.3%
(31 December 2007)
GDP: - 4.2%
(31 December 2008)
GDP: 5.9%
(31 December 2009)
GDP: 9.1%
(30 June 2010)
2007 2008 2009 2010Finance Shared Services
HR Transformation
NPI / Lasagna
K2 / BD Co-Location U2K2 Go Live
T&O Readiness
6x6x6 New York Model Implementation
Mgt Restructuring
Salary & Promotion Freeze
New CLT Business Model
New Chairman: Bauke Rouwers
New CD VP: Andrew Kennedy
New Food & IC VP: Supattra P.
New CD VP: Peter Dekkers
New HRD: Nardredee A.
New Home Care Dir: Benjie Yap
BB/CD WL3 Reshuffle
Renew MD & Cat M Organisation
One Unilever R&D
Peoplelink 3355 Go Live
Kill Bill: Business Process Improvement
Compass 2015
WL2 & WL3 Exodus
50B Vision
Leadership Engagements / LSI and OCI
7 HabitsTalent 101 & GOLD
New Food Solutions Dir: Prasith
Beat Local CD Restructuring: Cat M / CMM & GT
New HRD: Tongwen Zhao
Red ShirtYellow Shirt New PM: AbhisitNew PM: SamakNew PM: Somchai
Supply Chain Restructuring
2011
GDP: 2.6%
(30 June 2011)
Turnover: 894
YTD USG: 7.8%
WL 2+ = 188 (F)
YTD WL 2+ Attr. = 6.2%
Total Attrition = 5%
---
New PM: Yingluck
New Finance VP: Porntida
LSI Continuation
GPS Engagement
People Week
CBP – SC, BB & CD
S2S
Project Warm Up
TA L E N T & O R G A N I Z AT I O NR E A D I N E S S A S S E S S M E N T
to match our growth ambition?
…organisation
…culture
…talent & skills
to make us more consumer and customer centric?
to match our performance ambition?
Do we have the…
Skills(Leadership,
General,
Functional Skills)
Organisation(Structure & Decision Making)
Confidence (Will to Win)
Commitment(‘The Extra Mile’)
Motivation(Pride)
Talent(Supply & Demand)
CAPABILITIES CULTUREx
Wk of 5/24 5/31 6/7 6/14 6/21 6/28 7/5 7/12 7/19 7/26 8/2 8/9 8/16 8/23
JN/SS update (regional team)
AAC update
AAC update
AAC update
AAC update
Synthe-sised AAC update
Chair-man update
Official kickoff
Diag-nostic readout
Pre work-shop update
Final update
Local board update/meeting
Official kickoff
Final update
Project lead meeting
Official kickoff
Update meeting
Pre-readout discuss-ion
Diag-nostic readout
Update meeting
Pre-work-shop update
Mgmt meeting
Key events
Management interviews & focus groups
Individual board pre-
wires
Discuss detailed
action plan
Training session for working team by
Bain team
Oppor-tunitywork-shop
Global T&O Workshop
(May 27/28)
HR Directors’ meeting
(June 7-9)
CEO forum (June 17-18)
Selective diagnostic engagements (ad
hoc)
AACLT (June 22)
Board interviews
Selective interim updates
42 3 Out-performingSatisfactory
Under-performing
• We have a clear business target to 2010. Do we have the talent required to address this business plan?
-Do we have the right number of people? Are more people needed in your team to support this accelerated growth? Which area has the biggest shortage?
-What have we done well? What should we do to address the increasing needs for talent pipeline (e.g. MT pool, MCR, expats)?
• From 2009 to 2010:
- Revenue: EUR 660M to 694M
- Gain share in MT
- Re-new the Core: Fab Clean, Hair, Body & Dishwash
- Double: IC, Savoury, Skin
- Difficulty in managing supply of MT and MCR
• How should we upgrade our talent management process to ensure we develop talent strategies in line with our growth strategies?
-What have we done well? What should we do to address the increasing needs for talent pipeline (e.g. MT pool, MCR, expats)?
-What can be done to improve our talent management (e.g. improved development/career plan, job level, compensation, coaching)?
-Do we have an effective performance evaluation? Are we able to identify high-quality talent for succession?
-How to improve our retention rate given increasing external attraction?
• Sub-optimal talent management
- High turnover rate
- Insufficient lister coverage and KT/KR alignment for critical functions
- Lack of coaching/training
- Perceived uncompetitive remuneration
• What skills and capabilities do we need to deliver to the growth? Where are the biggest capability gaps we face today?
-What are the most critical functions/ skills to deliver business results today and future? How are they performing and where are the critical issues?
-Is current structure scalable for growth or specific changes are needed?
-What should we do to most effectively manage the capabilities/skills buildup?
• Issues and challenges ahead
- Loss of talent (especially at WL2, and for CD, BB)
- Younger team
• What should we do to reduce complexity and improve efficiencyof decision making?
-Are we an overly complex organization (e.g. processes, reports)? What are some examples of the complexity and slow decisions? How can we improve them?
-How does current centralized global/ regional functional structure impact on process efficiency? What went well and what should be fixed?
-How can we improve our cross-functional interface (e.g. BB/BD) to enhance our ability to move faster and make right decisions for local consumers?
• Several lengthy regional/global processes exist
• Many reports, KPIs
• Culture has traditionally been strong, in recent years it has been perceived to be different. What is causing this, and how can we improve our cultural effectiveness?
-What are the perceived values that make you stay at ULT and strive for future success? What are the 2~3 most important things that motivate you in this organisation?
-Do we have an effective culture today? Can people consistently demonstrate desired behaviors?
-There are potential concerns about emerging dissatisfaction among new generations. Do you see this issue among your team, your peers? Why?
-What cultural program should we add/ accelerate/ continue/ stop?
• Low scores on GPS on several dimensions
• What are other non-organisation-related actions we should take to enable our growth?
-What are specific functional plan/initiatives that are critical to the overall business success?
Full Job Change
Copyright Unilever 2009
Copyright Unilever 2009
Define and Execute
PERFECT STORE Measure Perfect Store The ability to use fact based information
to provide proof that we are executing in
store and reaching our objectives.
Basic
Appreciation
• Understand the Sales Fundamental KPIs
• Understand responsibilities for the KPIs
• Understand where to find the data to update
the KPI scorecard
Reference Sales Fundamental documents to support the
activities
Have gone to appropriate contact and have obtained data
Have updated the SF scorecard accurately
Learning
Development
Plan
Experiences - 70 Contacts - 20 Formal Development - 10
Reference Sales Fundamental
documents to support the activities
Have gone to appropriate contact and
have obtained data
Have updated the SF scorecard
accurately
CDC Sales Fundamental week
Coaching with RE Champion
EDGE E:Learning
RE system training
Copyright Unilever 2009
NAME: Country: Role: Work Level:
TEST
RESULTS:
Vs Job Profile Vs Peer Group A Vs Peer Group B
Learning
Development
Plan
Experiences - 70 Contacts - 20 Formal Development - 10
SKILL 1
SKILL 2
SKILL 3
2 0 1 5H R S T R AT E G Y
• No. 1 Employer of Choice for Graduates and MCR• Identify and develop top 10% WL 1 in Thailand• Deliver high-quality UFLP recruits in 2012• Proactive Talent mapping for WL2 “Hot Jobs” and Proactive
Introduction of selected top candidates.• Simple and energizing Onboarding process.• Deliver strong EVP as the best Marketing Company in Thailand.
Peo
ple
Pla
ceP
erfo
rman
ceO
ne
Tea
mPriorities for 2012 Deliverables KPI’s
1
2
3
4
56
7
8
9
10
Deploy World-Class Leadership Curriculum
Employer of Choice - Turbo Charge the Talent Agenda (great people, great place)
Build Diversity to Reflect our Consumers and Customers.
Build an Integrated People Development System
Design and Deliver a Faster, Simpler, Connected Organisation
Create the Sustainable Agile Working “WOW”
Increase Leadership Effectiveness to Drive Performance Culture
Deliver Rewards and Recognition Programmes that are Valued by our People
Fix the Basics (HR Services)
Strengthen our HR Organisation
• Learning Utilisation & Effectiveness (ILT courses and LMS to support Leadership Development and Build Employee Engagement)
• Full Leadership Acceleration – HP3, New WL3, and New WL4 .
• 10% LMS utilisation increase, +5bps development index in GPS 2012.
• 100% HP3 ExcelRator, ULDP for WL4, GOLD +S trategic Finance for WL3.
• Build diverse mix of talents from different top schools in Thailand.
• Recruit DE for sales office area from Chiang Mai + selected top school from North Thailand.
• Mix of 30% Sasin, 30% Thammasat and 30% ABAC for local UFLP recruits.
• Campus recruitment in Chiang Mai delivered OTIF with top recruits.
• Embracing Gen-Y Line Management.
• Deliver Organisation Blueprint with FTE and Productivity targets as per the plan.
• Deliver Zero Fat project and continue S2S to deliver simplified organisation with better work-life balance.
• Deliver Org. Blueprint for WL1+
• Indirects and FTE targets fully achieved per financial plan 2012
• Zero Fat delivered OTIF.
• Deliver “Unbeatable Execution” workshop to support Jed Yod• 3+1 Alignment 2012 across organisation.• Build Trust and Respect within the team.• Leverage LSI and build Blue culture.• Build Myanmar
• 100% Unbeatable Execution attendance.
• 10% Gap Closure in PCI (Performance Culture Index) & Bias for Action.
• 3+1 Alignment delivered.
• Brilliant Reward Communication for transparency + engagement building.
• Implement Reward uplift to 75% PP in FMCG Market.• Review Reward mix to deliver valuable Total Reward as employee
aspired to.
• Reward GPS indices +10bps• Reward uplift implemented
OTIF in 2012• WL2 Attrition <10%
• Implementation of new Service Delivery Solution• Deliver Recruitment Excellence
• 100% Green SLA• Time to Hire <40 days
• Strengthen HR Capability
• Deliver on HR Ambition as One Team
• 100% Roll-out Skill Sights
• 100% coverage of WL 2+ HR managers in BA program.
• 100% HRFP for all WL1 Mgr
• GPS HR Development +5%
• #1 choice in TNS Survey
• Top Graduate talents niche recruitment implemented.
• 25 UFLP – 75% achieving rating “4” in their first stint.
• 5 proactive hires at WL 2+
TUR
BO
CH
AR
GE
TALE
NT
SPEE
D D
RIV
EN P
ERFO
RM
AN
CE
CU
LTU
RE
ON
E C
ON
NEC
TED
TEA
M
Unbeatable Thailand – HR Priorities 2012
Thrusts
• Pilot Agile Working practices in HBA, HR and R&D • 100% OTIF, +5 bps on Work-Life Balance in these three functions.
Hair 2.0 Laundry 6/12
Explode IC
Explode Indochina
Unbeatable Execution
Smart Promo
Zero Fat
Right People, Right Job and Right Pay, Right Career
4
Fast Track Capability Building 100% OTIF
4
Org. Blueprint Indochina
5
Deliver Unbeatable Execution Workshop
7
Continue S2S and
build momentum
7
Deliver Zero Fat
OTIF
7
G P ST R A N S F O R M AT I O N
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2007 2009 2010
Thailand
Work Level 1, Sup, Staff
Work Level 2
Work Level 3, 4 & 5
73%
52%66%ThailandExternal
Benchmark
DIMENSIONS SEAA Thailand Indonesia Philippines MYSG ANZ VietnamUnilever Overall
Employee Engagement 68% 68% 69% 80% 60% 57% 73% 69%Performance Culture Index 69% 72% 71% 82% 57% 58% 67% 63%
Leadership of Unilever 65% 65% 60% 78% 60% 64% 67% 65%Leadership of Organisation 71% 70% 74% 84% 58% 61% 70% 71%Immediate Manager Effectiveness
68% 72% 70% 79% 70% 62% 59% 68%Communication 72% 76% 73% 85% 60% 57% 75% 67%Your Job 68% 69% 73% 71% 58% 53% 73% 65%Growth Mindset 59% 62% 60% 79% 41% 41% 62% 54%Consumer and Customer Focus
71% 69% 68% 87% 69% 68% 69% 69%Bias for Action 51% 55% 53% 70% 34% 34% 53% 45%Accountability and Responsibility
69% 72% 72% 80% 50% 56% 68% 63%Diversity 83% 78% 81% 91% 74% 87% 83% 83%Reward and Recognition 57% 62% 55% 70% 54% 54% 48% 54%People Management 75% 77% 75% 84% 68% 71% 71% 75%Development 63% 61% 63% 74% 60% 63% 59% 60%Teamwork 81% 81% 88% 85% 56% 69% 83% 75%Sustainability 78% 74% 82% 78% 65% 71% 85% 74%Action Index 83% 87% 89% 80% 81% 72% 83% 80%
Dimension/Item
Pulse 2011
% Favourable
GPS 2010
WL2+
% Favourable
Pulse 2009
% Favourable
Difference from
GPS 2010 WL2+
Difference from
Pulse 2009
People Management 77% 66% 64% 11% 13%
Communication 76% 68% 56% 8% 20%
Reward and
Recognition
62% 56% 6%
Development 61% 57% 4%
Performance Culture
Index
72% 68% 4%
Consumer and
Customer Focus
69% 66% 53% 3% 16%
Diversity 78% 75% 3%
Growth Mindset 62% 59% 40% 3% 22%
Your Job 69% 66% 3%
Accountability and
Responsibility
72% 71% 1%
Bias for Action 55% 54% 1%
Immediate Manager
Effectiveness
72% 72% 58% 0% 14%
Employee Engagement 68% 69% 55% -1% 13%
Teamwork 81% 83% -2%
Leadership of Unilever 65% 68% 38% -3% 27%
Leadership of
Organisation
70% 74% 58% -4% 12%
Action Index 87% 66% 21%
Sustainability 74%
68% 69 82 70
76%
68%
92%
36%
6%
9%
1%
28%
75 86 76
73 90 68
94 94 83
34 57 52
Question
Pulse
2011
% Fav
GPS WL2+
2010
% Fav
Unilever
Top 25%
Ext.
Norm
Order of
Impor-
tance
The senior leadership of Unilever has communicated a vision of the future
that motivates me.73 76 83 65
I trust the senior leadership of Unilever. 65 64 82 71
I trust the leadership of my organisation. 69 70 78 66
The senior leadership of Unilever leads by example. 56 64 69 --
The leadership of my organisation clearly communicates the organisation's
strategy and objectives.78 86 86 --
Question Pulse 2011
% Fav
GPS WL2+
2010
% Fav
Unilever
Top 25%
Ext.
Norm
The leadership of my organisation demonstrates behaviours that encourage a
"culture of winning".86 85 80 --
Decisions are made quickly and efficiently in my organisation. 52 49 46 --
People in my organisation are held accountable for delivering on their commitments. 80 86 73 --
I have a clear understanding of how my performance is evaluated. 84 77 81 67
The leadership of my organisation deals effectively with poor employee
performance.43 43 58 --
Unilever has a performance culture. 81 79 72 --
The senior leadership of Unilever has established a culture that recognises and
rewards successful performance.76 73 76 --
I have clear work plan goals. 89 85 93 --
My immediate manager regularly talks to me about the progress and quality of my
work.72 60 79 --
Unilever promotes the person best able to perform the job. 54 44 56 54
81 82
72 71 69
59 57
6568
60
My immediate
manager and I have
agreed the
skills/capabilities I
should develop to
succeed in my role.
Good ideas and best
practice are openly
shared in my
organisation.
My immediate
manager regularly
talks to me about the
progress and quality of
my work.
Unilever values my
contribution.
I have the tools,
resources and support
I need to develop
myself in my role.
% F
avo
ura
ble
Focal Group 2010 (%)Focal Group 2011 (%)
70-20-10 & ABC Discussion in MYR / People Manager Day
Knowledge Café Best Practice Sharing
Strong Performance Management System
Reward & Recognition Roadmap /
Reward Open House
70-20-10 & ABC Discussion in MYR / People Manager Day
56
78
71
80
62
86
67
78
86
64
The senior leadership
of Unilever leads by
example.*
The leadership of my
organisation clearly
communicates the
organisation's strategy
and objectives.*
The ultimate needs of
our customers and
consumers are at the
heart of everything we
do.
People in my
organisation are held
accountable for
delivering on their
commitments.
My organisation is
making the necessary
changes to compete
effectively in the future.
% F
avo
ura
ble
Focal Group 2010 (%)Focal Group 2011 (%)
BOTTOM 5TOP 5
Results from the previous GPS survey were shared with me 95%
I am proud to say that I work for Unilever 92%
I feel that I am part of a team 90%
I have clear work plan goals 89%
The leadership of my organisation demonstrates behaviours that encourage a "culture of winning“ 86%
Complexity and bureaucracy in Unilever are decreasing + Decisions are made quickly & efficiently 34%
The leadership of my organisationdeals effectively with poor employee performance 43%
Unilever is better than our competition at responding rapidly to changes in the market 43%
I am satisfied with my compensation & benefits 50%
Managing my work responsibilities in a way through a healthy work-life balance 52%
Dimension/Item
Pulse 2011
% Favourable
GPS 2010
WL2+
% Favourable
Pulse 2009
% Favourable
Difference from GPS
2010 WL2+
Difference from
Pulse 2009People Management 78% 64% 64% 14% 14%
Communication 74% 64% 55% 10% 19%
Immediate Manager
Effectiveness
75% 70% 58% 5% 17%
Reward and
Recognition
60% 55% 5%
Performance Culture
Index
70% 66% 4%
Consumer and
Customer Focus
68% 64% 55% 4% 13%
Development 59% 55% 4%
Diversity 76% 73% 3%
Your Job 68% 65% 3%
Growth Mindset 61% 58% 42% 3% 19%
Bias for Action 54% 51% 3%
Teamwork 80% 80% 0%
Employee Engagement 68% 68% 55% 0% 13%
Accountability and
Responsibility
70% 71% -1%
Leadership of Unilever 63% 66% 40% -3% 23%
Leadership of
Organisation
67% 72% 56% -5% 11%
Action Index 85% 67% 18%
Sustainability 73%
Dimension/Item
Pulse 2011
% Favourable
GPS 2010
WL2+
% Favourable
Pulse 2009
% Favourable
Difference from GPS
2010 WL2+
Difference from Pulse
2009
Reward and Recognition 69% 61% 8%
Diversity 88% 81% 7%
Accountability and
Responsibility
78% 73% 5%
Your Job 72% 69% 3%
Growth Mindset 66% 64% 31% 2% 35%
Performance Culture
Index
77% 76% 1%
Development 67% 66% 1%
People Management 75% 75% 66% 0% 9%
Communication 83% 84% 63% -1% 20%
Consumer and
Customer Focus
73% 76% 45% -3% 28%
Leadership of
Organisation
81% 85% 63% -4% 18%
Leadership of Unilever 70% 75% 27% -5% 43%
Employee Engagement 69% 74% 53% -5% 16%
Bias for Action 60% 66% -6%
Teamwork 85% 93% -8%
Immediate Manager
Effectiveness
60% 80% 57% -20% 3%
Action Index 93% 61% 32%
Sustainability 76%
Dimension/Item
Pulse 2011
% Favourable
GPS 2010
WL2+
% Favourable
Pulse 2009
% Favourable
Difference from GPS
2010 WL2+
Difference from
Pulse 2009
Communication 82% 67% 63% 15% 19%
People Management 78% 67% 67% 11% 11%
Employee Engagement 68% 57% 57% 11% 11%
Consumer and
Customer Focus
65% 54% 52% 11% 13%
Growth Mindset 58% 47% 43% 11% 15%
Reward and
Recognition
55% 46% 9%
Development 66% 59% 7%
Your Job 69% 63% 6%
Leadership of
Organisation
81% 76% 69% 5% 12%
Diversity 81% 77% 4%
Bias for Action 57% 53% 4%
Leadership of Unilever 61% 59% 44% 2% 17%
Performance Culture
Index
71% 70% 1%
Teamwork 91% 94% -3%
Immediate Manager
Effectiveness
83% 88% 71% -5% 12%
Accountability and
Responsibility
71% 78% -7%
Action Index 89% 71% 18%
Sustainability 68%
Dimension/Item
Pulse 2011
% Favourable
GPS 2010
WL2+
% Favourable
Pulse 2009
% Favourable
Difference from GPS
2010 WL2+
Difference from
Pulse 2009People Management 82% 71% 55% 11% 27%
Diversity 87% 78% 9%
Communication 82% 73% 41% 9% 41%
Immediate Manager
Effectiveness
83% 79% 55% 4% 28%
Reward and
Recognition
63% 63% 0%
Your Job 61% 61% 0%
Employee Engagement 63% 64% 35% -1% 28%
Consumer and
Customer Focus
68% 70% 55% -2% 13%
Teamwork 83% 87% -4%
Development 51% 56% -5%
Performance Culture
Index
68% 77% -9%
Leadership of
Organisation
65% 76% 39% -11% 26%
Accountability and
Responsibility
68% 81% -13%
Leadership of Unilever 56% 71% 39% -15% 17%
Bias for Action 43% 62% -19%
Growth Mindset 43% 70% 45% -27% -2%
Action Index 92% 75% 17%
Sustainability 75%
Dimension/Item
Pulse 2011
% Favourable
GPS 2010
WL2+
% Favourable
Pulse 2009
% Favourable
Difference from GPS
2010 WL2+
Difference from
Pulse 2009
Bias for Action 52% 54% -2%
People Management 72% 79% 69% -7% 3%
Your Job 68% 75% -7%
Performance Culture
Index
64% 71% -7%
Growth Mindset 56% 63% 33% -7% 23%
Accountability and
Responsibility
63% 71% -8%
Teamwork 73% 82% -9%
Leadership of
Organisation
63% 74% 53% -11% 10%
Consumer and
Customer Focus
62% 73% 43% -11% 19%
Reward and
Recognition
55% 69% -14%
Development 57% 72% -15%
Diversity 66% 82% -16%
Communication 65% 81% 61% -16% 4%
Employee Engagement 58% 79% 43% -21% 15%
Immediate Manager
Effectiveness
62% 85% 60% -23% 2%
Leadership of Unilever 51% 76% 35% -25% 16%
Action Index 85% 58% 27%
Sustainability 70%
Dimension/Item
Pulse 2011
% Favourable
GPS 2010
WL2+
% Favourable
Pulse 2009
% Favourable
Difference from GPS
2010 WL2+
Difference from
Pulse 2009
People Management 81% 58% 62% 23% 19%
Communication 77% 59% 53% 18% 24%
Reward and Recognition 71% 54% 17%
Growth Mindset 71% 56% 37% 15% 34%
Development 65% 50% 15%
Performance Culture
Index
76% 62% 14%
Diversity 82% 69% 13%
Accountability and
Responsibility
77% 64% 13%
Consumer and
Customer Focus
74% 64% 46% 10% 28%
Your Job 69% 60% 9%
Leadership of Unilever 71% 63% 34% 8% 37%
Bias for Action 56% 49% 7%
Teamwork 83% 77% 6%
Immediate Manager
Effectiveness
70% 64% 54% 6% 16%
Employee Engagement 71% 69% 61% 2% 10%
Leadership of
Organisation
66% 70% 55% -4% 11%
Action Index 87% 62% 25%
Sustainability 77%
Dimension/Item
Pulse 2011
% Favourable
GPS 2010
WL2+
% Favourable
Pulse 2009
% Favourable
Difference from GPS
2010 WL2+
Difference from
Pulse 2009
Reward and
Recognition
81% 55% 26%
Bias for Action 63% 47% 16%
Consumer and
Customer Focus
91% 76% 76% 15% 15%
Immediate Manager
Effectiveness
83% 70% 64% 13% 19%
Growth Mindset 81% 70% 48% 11% 33%
Performance Culture
Index
77% 67% 10%
Communication 83% 75% 59% 8% 24%
Diversity 85% 77% 8%
Development 78% 70% 8%
Leadership of
Unilever
93% 90% 39% 3% 54%
Leadership of
Organisation
85% 83% 58% 2% 27%
Accountability and
Responsibility
75% 73% 2%
Your Job 81% 85% -4%
Employee
Engagement
72% 78% 41% -6% 31%
Teamwork 74% 83% -9%
People Management 73% 84% 76% -11% -3%
Sustainability 94%
Action Index 94% 68% 26%
Dimension/Item
Pulse 2011
% Favourable
Leadership of
Organisation
96%
Diversity 96%
Communication 94%
Teamwork 93%
People Management 91%
Leadership of Unilever 89%
Bias for Action 89%
Action Index 89%
Performance Culture
Index
89%
Your Job 87%
Employee Engagement 86%
Accountability and
Responsibility
83%
Sustainability 83%
Development 81%
Immediate Manager
Effectiveness
78%
Consumer and
Customer Focus
76%
Reward and Recognition 75%
Growth Mindset 70%
Dimension/Item
Pulse 2011
% Favourable
Action Index 81%
Teamwork 77%
Consumer and Customer
Focus
69%
Immediate Manager
Effectiveness
65%
Accountability and
Responsibility
65%
Sustainability 65%
Leadership of Unilever 64%
Employee Engagement 63%
Diversity 62%
Your Job 59%
Performance Culture Index 58%
Leadership of Organisation 56%
Communication 56%
People Management 55%
Growth Mindset 51%
Reward and Recognition 42%
Development 40%
Bias for Action 38%
Dimension/Item
Pulse 2011
% Favourable
GPS 2010
WL2+
% Favourable
Pulse 2009
% Favourable
Difference from
GPS 2010 WL2+
Difference from
Pulse 2009Bias for Action 42% 27% 15%
Communication 57% 47% 48% 10% 9%
Consumer and
Customer Focus
60% 51% 47% 9% 13%
Performance Culture
Index
56% 47% 9%
People Management 62% 54% 54% 8% 8%
Immediate Manager
Effectiveness
58% 51% 66% 7% -8%
Leadership of
Organisation
53% 47% 51% 6% 2%
Teamwork 76% 70% 6%
Employee Engagement 55% 50% 50% 5% 5%
Your Job 56% 51% 5%
Accountability and
Responsibility
57% 52% 5%
Development 49% 45% 4%
Growth Mindset 43% 42% 30% 1% 13%
Diversity 64% 65% -1%
Leadership of
Unilever
44% 46% 31% -2% 13%
Reward and
Recognition
37% 43% -6%
Sustainability 58%
Action Index 78% 51% 27%
K E YH I G H L I G H T S
How to Manage a Great Career in Unilever
Knowledge Café Leadership Series
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
InputPW Gateway
Evaluation Summary
Zero Fat .. 80 Years | Unilever Thailand
80 Years | Unilever Thailand
80 Years | Unilever Thailand
80 Years | Unilever Thailand
80 Years | Unilever Thailand
U N B E ATA B L EA W A R D S