Case study about Unilever - Tài liệu tham khảo | Đại học Hoa Sen

Case study about Unilever - Tài liệu tham khảo | Đại học Hoa Sen và thông tin bổ ích giúp sinh viên tham khảo, ôn luyện và phục vụ nhu cầu học tập của mình cụ thể là có định hướng, ôn tập, nắm vững kiến thức môn học và làm bài tốt trong những bài kiểm tra, bài tiểu luận, bài tập kết thúc học phần, từ đó học tập tốt và có kết quả cao cũng như có thể vận dụng tốt những kiến thức mình đã học.

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Môn: Econnomics (Econ 101)

Trường: Đại học Hoa Sen

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Tác giả:

Profile Kim Oanh
3. Case study about Unilever
3.1. Motivation of Unilever:
3.1.1. Unilever People:
Trinh Mai Phuong - Vice President of Human Resources at Unilever affirmed: "At
Unilever, the human brand is a valuable asset". Unilever's point of view is
"Development through people", so the company always cares about the interests of
employees and is ready to support them in all areas of work. In addition, Unilever
Vietnam pursues a geocentric recruitment policy - that is, people with good working
capacity will be respected at this company. And the company always creates conditions
for them to study and train in other countries, so that they can study and understand
how different cultures in each country are. And here are some factors related to human
resource strategy at Unilever Vietnam:
Unilever develops its human resources department into a strategic partnership
department. This is not only a place to build personnel training plans or welfare
regimes, but also a place to connect businesses. Unilever's human resources policy
focuses on forming a high-quality human resources team with professional knowledge
as well as extensive knowledge in all aspects of economy and society.
After recruitment, Unilever wants employees to firmly grasp their roles and
positions, corporate culture as well as colleagues. And to do this, leaders need to help
their employees quickly adapt to the new working environment.
3.1.2. Unilever’s workplace:
Unilever's working environment is friendly, open and professional. Unilever's
leaders always try to create conditions and create opportunities for employees to
develop their potential and capabilities. An open working environment helps
employees discover, explore and learn to develop themselves. In addition, Unilever
always has attractive remuneration for employees.
Figure 1 Unilever received the award
Unilever Vietnam has just been honored at the "Best Place to Work in Asia"
award by HR Asia Magazine. This is also the fourth year in a row that the
business has received this noble award.
3.1.3. Life at Unilever VietNam:
a. Attractive welfare regime:
To ensure the physical and mental health of employees, Unilever has built a gym
with modern equipment, and teachers teach employees yoga and aerobic exercises. Not
only that, every day, Unilever employees enjoy many attractive processed dishes,
ensuring food safety.
b. Compensation policy:
In addition to a good salary and bonus regime, Unilever employees when traveling
on business trips will also enjoy subsidies and many very good financial benefits such
as medical regime, insurance, petrol, etc.
c. Employee training policy:
In order to build a high-quality human resource system, Unilever held meetings
between department heads to set out personnel training plans and propose staff
capacity enhancement.
3.2. Case study’s information:
3.3. Problem solving:
a. How has the company helped employees during the pandemic?
Unilever company has supported employees about their health. They spend an
amount of money to register for Covid vaccines for all employees in the company.
Employees can work from home to ensure health problems. Unilever takes the "health"
of employees as the heart because when employees are healthy, they have a good
working spirit and can contribute to the company. When an employee or employee's
family member has signs of Covid symptoms, the family doctor provide medicine
according to the right condition. The doctor will follow up and talk until they are well.
This can make their employees feel more comfortable,
In other companies, there was a delay in wages and staff cuts. But for Unilever, they
pay wages on time.
b. How can leaders manage employees when they work from home?
Unilever Klev has produced a device through which it is possible to monitor
employee motivation and employee satisfaction during daily work.
A good example of that is the new invention of the employee motivation tracking
device that Unilever Klev invented. Unilever's strategy is the extensive use of software
technology that makes communication within the company easy. Track employee
satisfaction and ensure immediate updates on HR schedules through software
Also, make sure management and employees stay connected. At least 1 week, there
will be a team catch up meeting for managers.
Leverage technology to track work: via teams, work tracking platforms like
monday.io, ..
Motivation to motivate employees such as rewarding employees' achievements
Unilever by creating reward programs for employees such as excellent employees Best
of the year and many other achievement and reward programs.
c. How did unilever apply theory about motivation to reality?
Unilever has succeeded in applying the theory of motivation to employees
according to Maslow's hierarchy of needs. Physiological needs, Unilever has always
done well to be able to meet the basic needs: in addition to the basic salary, Unilever
also rewards its employees.
To meet the next need in Maslow's pyramid model, the company has also built an
open, clean working environment, to bring a sense of comfort when employees enter
the company. In addition, Unilever did not force its employees to work overtime, so
that they do not have to feel tired and depressed. Unilever supports employees in free
vaccinations, we can see how Unilever puts the psychology and health of employees
first.
when they ask for higher needs in the hierarchy, which is emotional need. They
have created offline meetings to meet colleagues and leaders in other departments, to
facilitate exchange between departments. During Covid-19, they created online
meetings between colleagues in other departments to strengthen their relationship.
Unilever can also meet the next need in Maslow's pyramid, which is the need for
respect. Unilever always listens to the opinions and contributions of employees
Finally, is the need for self-expression. This is the time when they want to assert
themselves, reveal their talents, initiatives and ideas so that they can achieve the best
results and bring the best business results to Unilever.
4. Recommendation:
Improving employee satisfaction will maintain the stability of human resources,
reduce operating costs and increase business productivity.
Building a unique working environment is to create a different working
environment. Working to increase creativity to have Add new ideas. To create
opportunities to develop creative ideas and encourage employees to continue learning
and developing in their careers. This will help Unilever employees feel promising and
motivated to do their best.
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3. Case study about Unilever
3.1. Motivation of Unilever: 3.1.1. Unilever People:
Trinh Mai Phuong - Vice President of Human Resources at Unilever affirmed: "At
Unilever, the human brand is a valuable asset". Unilever's point of view is
"Development through people", so the company always cares about the interests of
employees and is ready to support them in all areas of work. In addition, Unilever
Vietnam pursues a geocentric recruitment policy - that is, people with good working
capacity will be respected at this company. And the company always creates conditions
for them to study and train in other countries, so that they can study and understand
how different cultures in each country are. And here are some factors related to human
resource strategy at Unilever Vietnam:
Unilever develops its human resources department into a strategic partnership
department. This is not only a place to build personnel training plans or welfare
regimes, but also a place to connect businesses. Unilever's human resources policy
focuses on forming a high-quality human resources team with professional knowledge
as well as extensive knowledge in all aspects of economy and society.
After recruitment, Unilever wants employees to firmly grasp their roles and
positions, corporate culture as well as colleagues. And to do this, leaders need to help
their employees quickly adapt to the new working environment.
3.1.2. Unilever’s workplace:
Unilever's working environment is friendly, open and professional. Unilever's
leaders always try to create conditions and create opportunities for employees to
develop their potential and capabilities. An open working environment helps
employees discover, explore and learn to develop themselves. In addition, Unilever
always has attractive remuneration for employees.
Figure 1 Unilever received the award
Unilever Vietnam has just been honored at the "Best Place to Work in Asia"
award by HR Asia Magazine. This is also the fourth year in a row that the
business has received this noble award.
3.1.3. Life at Unilever VietNam:
a. Attractive welfare regime:
To ensure the physical and mental health of employees, Unilever has built a gym
with modern equipment, and teachers teach employees yoga and aerobic exercises. Not
only that, every day, Unilever employees enjoy many attractive processed dishes, ensuring food safety. b. Compensation policy:
In addition to a good salary and bonus regime, Unilever employees when traveling
on business trips will also enjoy subsidies and many very good financial benefits such
as medical regime, insurance, petrol, etc.
c. Employee training policy:
In order to build a high-quality human resource system, Unilever held meetings
between department heads to set out personnel training plans and propose staff capacity enhancement.
3.2. Case study’s information: 3.3. Problem solving:
a. How has the company helped employees during the pandemic?
Unilever company has supported employees about their health. They spend an
amount of money to register for Covid vaccines for all employees in the company.
Employees can work from home to ensure health problems. Unilever takes the "health"
of employees as the heart because when employees are healthy, they have a good
working spirit and can contribute to the company. When an employee or employee's
family member has signs of Covid symptoms, the family doctor provide medicine
according to the right condition. The doctor will follow up and talk until they are well.
This can make their employees feel more comfortable,
In other companies, there was a delay in wages and staff cuts. But for Unilever, they pay wages on time.
b. How can leaders manage employees when they work from home?
Unilever Klev has produced a device through which it is possible to monitor
employee motivation and employee satisfaction during daily work.
A good example of that is the new invention of the employee motivation tracking
device that Unilever Klev invented. Unilever's strategy is the extensive use of software
technology that makes communication within the company easy. Track employee
satisfaction and ensure immediate updates on HR schedules through software
Also, make sure management and employees stay connected. At least 1 week, there
will be a team catch up meeting for managers.
Leverage technology to track work: via teams, work tracking platforms like monday.io, ..
Motivation to motivate employees such as rewarding employees' achievements
Unilever by creating reward programs for employees such as excellent employees Best
of the year and many other achievement and reward programs.
c. How did unilever apply theory about motivation to reality?
Unilever has succeeded in applying the theory of motivation to employees
according to Maslow's hierarchy of needs. Physiological needs, Unilever has always
done well to be able to meet the basic needs: in addition to the basic salary, Unilever also rewards its employees.
To meet the next need in Maslow's pyramid model, the company has also built an
open, clean working environment, to bring a sense of comfort when employees enter
the company. In addition, Unilever did not force its employees to work overtime, so
that they do not have to feel tired and depressed. Unilever supports employees in free
vaccinations, we can see how Unilever puts the psychology and health of employees first.
when they ask for higher needs in the hierarchy, which is emotional need. They
have created offline meetings to meet colleagues and leaders in other departments, to
facilitate exchange between departments. During Covid-19, they created online
meetings between colleagues in other departments to strengthen their relationship.
Unilever can also meet the next need in Maslow's pyramid, which is the need for
respect. Unilever always listens to the opinions and contributions of employees
Finally, is the need for self-expression. This is the time when they want to assert
themselves, reveal their talents, initiatives and ideas so that they can achieve the best
results and bring the best business results to Unilever. 4. Recommendation:
Improving employee satisfaction will maintain the stability of human resources,
reduce operating costs and increase business productivity.
Building a unique working environment is to create a different working
environment. Working to increase creativity to have Add new ideas. To create
opportunities to develop creative ideas and encourage employees to continue learning
and developing in their careers. This will help Unilever employees feel promising and motivated to do their best.