Strategic Human Resources Management for Sustainable Business Performances and Growth - Unilever

This presentation discusses the change management models used by Unilever for sustainable business performances and growth. It covers the HR management support for the company's objectives and how to monitor and evaluate HR strategy. The presentation also provides recommendations for applying specific techniques to monitor workforce plan for sustainable performances and growth.

STRATEGIC HUMAN
RESOURCES
MANAGEMENT
-Unilever

TABLE OF CONTENTS
• INTRODUCTION
• MAIN BODY
• PART-2
• CHANGE MANAGEMENT
• HR MANAGEMENT SUPPORT SUSTAINABLE BUSINESS PERFORMANCES AND GROWTH
• MONITORING THE SUCCESS OF HR STRATEGY FOR MEETING THE SUSTAINABLE
• BUSINESS OBJECTIVES BY UNILEVER
• RECOMMENDATION FOR APPLYING SPECIFIC TECHNIQUES TO MONITOR WORKFORCE
• PLAN TO CONTRIBUTE TO SUSTAINABLE PERFORMANCES AND GROWTH
• CONCLUSION
• REFERENCE

INTRODUCTION
 Change management is the process of making any organizational changes or any
changes in the activity in groups without any resistance by anyone.
 Unilever is an international company in the United Kingdom which is selling a variety
of consumer goods to international markets with huge branches all over the world.

PART-2
CHANGE MANAGEMENT
 Change management is the changes that a company changes in its goals, plans or
strategies and makes others influence to accept changes in the organisation.
 According to competitive environment transformation and changes are necessary for
every company specially to the companies who are dealing in and doing its business
internationally to become competitive in the present world.

CHANGE MANAGEMENT MODELS
 Change management model is used by the companies for making the changes in the
firm should be accepted by everyone effectively and removing resistance to change by
anyone in the organisation and making the changes put into practice by workforce with
full leadership and motivation.

KOTTER'S 8-STEP CHANGE MODEL
 Step one create urgency: In this step the company create urgency like defining all the
threats and opportunity for changing policies and procedure etc.
 Step two: Forming a powerful coalition in which company’s leaders and managers
convince the employees for change.

TO BE CONTINUED
 Step five: Removing obstacles that comes in the process of change management like
employees resistance to new changes and policies in the businesses etc.
 Step six: Creating short term wins like making small changes and then adopting big
changes so that employees easily accept them.

LEWIN’S CHANGE MANAGEMENT MODEL
 This model is developed by Kurt Lewin in which he divided the change management
process into three parts which is
 Unfreeze: In this the company unfreeze the current process and working and analyses
the changes or ways in which they can be improved. Everyone who are affected will
understand the change. All the changes which are required are analysed and planned so
that they can be applied with every one acceptance and approval for change.

MCKINSEY 7-S MODEL
 This model is used by Unilever for complicated or complex changes in the organisation
in which all the weaknesses and resistance can be identified and improved. This model
has divided the factors which affects the change management into 7 parts which are:
 Strategy: This are the companies plans and strategy about the facing competition in the
outside world and strategies for maintain a competitive advantage over other
companies like expansion strategy, product diversification strategy etc. which can be
influenced by management for changes easily.

TO BE CONTINUED
 Structure: This are the organisational structure like authority and division of work like who
report to whom and which departments have how much team members etc and this can also
be influenced by the management of Unilever easily.
 Systems: This are the working operation and daily activities which the staffs have to do in a
day or in a month according to their standard targets they can also be changed and influenced
by the management without any more resistance.
 Shared value: They are the ethics and core values of the organisation which represent the
organisation and this are difficult to change due to resistance by peoples and staffs. This
shared value totally depends upon the willpower of the companies.

HR MANAGEMENT SUPPORT
SUSTAINABLE BUSINESS
PERFORMANCES AND GROWTH
 HR management support business performances and increase the efficiency of the firm
by various strategy and reducing the burden of onboarding trainings.
 Human resources management of Unilever is improving the ethical issues and
improving the future performances by improving the workforce or performances by
changing the ways of doing there work.

TO BE CONTINUED
 The Human resource department has big scope in the organisation because it directly
deals with the staff and employees of the firm which are directly related to the
efficiency of the firms.
 Unilever is an international company of UK and having its branches worldwide so it
has to make its Human resource management so powerful to lead all the employees of
each branch or area so the company may earn huge amount of profits with sustainable
growth with each and every employee effective performances.

MASLOW’S HIERARCHY OF NEEDS
 Unilever is using various theories of motivation and leadership style for motivating its
employees and workforce to work efficiently like this company is using Maslow’s
hierarchy of needs in which the company is fulfilling its employees all basic and high
level needs to work hard so that they feel motivated and work with full cooperation for
long term and sustainable growth with fulfilling the personal and group goals of the
firm.

DEMOCRATIC LEADERSHIP STYLE
 The leadership style is used by this company which is Democratic leadership style in
which all the employees can present there ideas and thoughts in front of everyone and
decisions are taken with agreement of all the team members and employees are
included in the decision making process.

MONITORING THE SUCCESS OF HR
STRATEGY FOR MEETING THE
SUSTAINABLE BUSINESS
OBJECTIVES BY UNILEVER
 There are various ways in which the Unilever monitor and evaluate HR strategy for
sustainable business objectives they can be measured in many ways like comparing the
performance with standard targets. This company is using various tools for measuring
the HR strategy are:
 Measuring HR outcomes: This company is measuring the HR outcomes like
employees report, there satisfaction, there work, absenteeism, turnover so the results
are compared with the outcomes so that all the weak points and areas which need
improvement can be find out for further actions and improvement in the policies or
ways of working. The company is making all the index for each employees and training
them for further improvements and checking whether the training is successfully
helpful or not.

TO BE CONTINUED
 Checking the KPIs: The Unilever company is checking all its KPIs ratio so that it can
measure its present and future effectiveness. Return on investments are measured and
checked so that expenses and cost which are unnecessary are reduced for long term
goals, capital shares, net profits and expenses, losses are checked so that it can
measured with the sustainability ratio for long term growth.
 Barriers to sustainability: All the drivers, barriers of sustainability are checked so that
it can be removed and plans can be made for removing the barriers for meeting the
sustainable objectives and performances.

RECOMMENDATION FOR APPLYING
SPECIFIC TECHNIQUES TO
MONITOR WORKFORCE PLAN TO
CONTRIBUTE TO SUSTAINABLE
PERFORMANCES AND GROWTH
 Unilever should use effective planning and policies for workforce like recruiting well
trained workforce according to the job requirements and creating an environment in
which employees feel safe and involve in more innovative ideas.
 The leadership used by this firm should be like in which employees and leaders work
together with complete cooperation and delegation where they can share there ideas
and thoughts which each other with full freedom so that the leaders may aware about
there problems and try to solve them for less turnover and absenteeism.

TO BE CONTINUED
 So that efficiency and effectiveness can be maintained for sustainable growth. All the
employees should trained with all type of works so that they can get all type of
knowledge and experience and there is no cost for recruiting and selecting new
employees etc.
 If the employees are well trained and well educated or are fully motivated they work
with full cooperation and support for long term and sustainable work.

WORKFORCE PLAN
 The leaders should use each employees efforts and skills in a way that its will lead to
complete efficiency and effectiveness of group goals.
 The sustainability growth reduced due to ignorance of the employees and no interest of
employees in doing the work or high labour turnover which increase the cost of
recruitment, selection and training of new employees.
 Creating a healthy environment by giving all opportunity to employees and making the
involved in making decisions, listening to there problems and guiding them in doing
the work will increase there morale and efficiency in the work.
 So the sustainable performances and growth totally depend upon the workforce of the
company and it has to efficiently maintained and monitor by the firm.

REFERENCES
Books and journals
 Galli, B.J., 2018. Change management models: A comparative analysis and concerns. IEEE Engineering
Management Review, 46(3), pp.124-132.
 Harrison, and et.al.,2021. Where do models for change management, improvement and implementation meet? A
systematic review of the applications of change management models in healthcare. Journal of healthcare
leadership, 13, p.85.
 Hussain, and et.al., 2018. Kurt Lewin's change model: A critical review of the role of leadership and employee
involvement in organizational change. Journal of Innovation & Knowledge, 3(3), pp.123-127.
 Kirschenboim, Y., 2018. Rabbi Hirsch values and principles and McKinsey 7 S model. Past and Future in Israeli
School Management. Revista de Management Comparat Internațional, 19(3), pp.306-312.
 Coroș and et.al., 2019. Vineyards and wineries in Alba County, Romania towards sustainable business
development. Sustainability, 11(15), p.4036.