Strategic Human Resources Management at Unilever: A Report

This report provides a comprehensive analysis of Unilever's strategic human resources management (HRM). It begins with an introduction to change management and its significance, followed by an examination of change management models such as Kotter's 8-Step model, Lewin's Change Management Model, and the McKinsey 7-S model, as applied by Unilever. The report then delves into how HR management supports sustainable business performance and growth, including discussions on Maslow's Hierarchy of Needs and democratic leadership styles within the company. A significant portion focuses on monitoring the success of HR strategies, detailing methods for measuring HR outcomes, checking Key Performance Indicators (KPIs), and addressing barriers to sustainability. The report concludes with recommendations for applying specific techniques to monitor workforce plans to contribute to sustainable performance and growth, emphasizing the importance of effective planning, employee involvement, and training for long-term success. References to books and journals are provided.

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.