While our training and learning approach reflects our decentralised nature in that employees are given the knowledge and tools they need to respond to local needs, we also recognise the need for a Company-wide strategy of career development.
The Job Success Profile is a key document that supports career development at Nestlé. This identifies what does and doesn’t constitute as success in a given role and enables employees to have a clear picture of what they need to do to deliver to the requirements of their role as well as identify any learning gaps and plan appropriate development.
Job success profiles, published at corporate and local levels, are integral to our personal development processes. They are monitored by Human Resources business partners, training and learning consultants and auditors.
Relevant job success profiles are published on the intranet and give detailed information about possible career paths. For operators on the factory floor, we use a tailored skills matrix to track development and learning needs.
International career development
Among the things that make a career with us so appealing are the opportunities for international career development. Our business is based on respect for different cultures, and we expect our staff to be comfortable and effective in different settings. We provide opportunities for employees to transfer their expertise across Nestlé, through short-term missions, project assignments or expatriation.
We aim for equal movement between emerging and developed countries. In 2012, we gave additional focus to the movement of talent across diverse geographies, particularly from emerging to developed countries. Our key priority remains that we always have the right talent at the right place at the right time.
In 2012, 30% of all expatriates at Nestlé’s Swiss headquarters and central functions were from emerging markets (2011: 40%), and 53% of expatriates from our Swiss headquarters were based in developing countries (2011: 64%).
Responding to the rise of ‘dual career relationships’
We have a number of initiatives in place to support dual careers at Nestlé. Find out more about our Dual Career Network (IDCN) in the Diversity section.
Employees can also give their careers an international dimension at our International Training and Conference Centre in Rive-Reine, Switzerland, where Nestlé people exchange ideas in seminars and training courses designed to foster leadership in the Company. This year 2,148 employees from around the world attended courses at Rive-Reine (2011: 2,103), of which 939 (44%) were women (2011: 42%).
We believe in leadership at all levels, on an individual and team basis. We have wide-ranging measures in place to meet this challenging aspiration.
We have strengthened our leadership framework in response to the feedback from the Nestlé and I survey by identifying competencies at three levels, allowing for greater focus and results in our developmental initiatives. We believe this will make a big difference to the way we develop the right leadership capabilities to drive our business.
Recognising that diversity is also a source of competitive advantage, this year we’ve made talent diversity part of our Human Resource priorities, which are aligned to our business needs and future challenges. Find out more about our work to promote gender balance in the Diversity section.
Developing local talent and local hiring
We believe in recruiting and developing local talent – especially in developing countries – while also promoting international career possibilities for our employees. The proportion of Local Management Committee members in developing countries native to that country was 49.5% (2011: 53%). The proportion of Local Management Committee members in developed countries who were native to that country was 59% (2011:58%).
Improving line manager capability
Line managers have long been recognised as vital to our continued success. Indeed, following feedback from the 2011 ‘Nestlé and I’ employee survey, line manager capability has been identified as one of our key priorities in 2013.
Corporate actions taken in 2012, to address this issue include the launch of a revised leadership framework, enhancing our Progress and Development Guide and continuing to build a strong network of coaches through training programmes such as ‘Everyday Coaching’. We also ran 26 half-day sessions dedicated to feedback practice. Ten additional sessions have been planned for 2013.
We have also been active at the country level. Nestlé UK, for example, has established a ‘Manager’s Toolkit’ available on the intranet, comprising 21 e-learning modules to support line managers through the career path of an employee.
Our Human Resources policy states that each manager has a duty to act as a mentor to his or her employees. We use employee mentoring as a powerful tool across the business, providing access to valuable personal experience, insights and guidance from more senior Nestlé staff.
Our corporate mentoring programme aims to accelerate the professional development of more than 100 Nestlé executives. Mentees are paired with a top leader for 18 months as part of their professional development. The programme, now in its third year, includes 500 executives – some of whom have been mentees themselves.
Our focus now is to connect the corporate mentoring programme with our many local business programmes at the country level, to ensure development continuity throughout the employee life cycle.
Best practice training
We want all our work places to offer best practice training methodologies, tools, support mechanisms and structures.
We support our core curriculum of more than 50 courses with videos and e-courses – essential training tools for a workforce of our size. Among the hundreds of general e-courses we offer globally, 351 have been specially developed for Nestlé.
Training is delivered by Nestlé, or by local/global external partners as appropriate. In 2012, we signed a contract with Cornerstone OnDemand to supply our first ever Global Learning Management System. This strategic partnership aims to maximize our employees’ development journey.
The system, to be rolled out from January 2013, will benefit Nestlé by creating a central space for employees to arrange and undertake training, and by making monitoring and management information more readily available.
Our human resources team is responsible for the ‘Leadership Development’ and ‘Education and Training’ components of the Nestlé Continuous Excellence initiative. Work on pilot programmes for these components began in 2012, and they will be deployed in 2013.
In 2012, each employee received an average of 10 hours’ training (2011: 2.02 hours). This figure covers approximately 80% of employees in the countries we operate in.
Best practice knowledge sharing
Knowledge sharing is another way we disseminate best practice training. The corporate and country level teams of each function are responsible for ensuring an adequate knowledge transfer process, through their communities of experts. This enables our operating companies to utilise our knowledge and operate according to global best practices and policies.
Promoting lifelong learning
Nestlé is committed to supporting lifelong learning, as stated in Nestlé on the Move and other corporate documentation.