NATURE AND CONSEQUENCES OF CHANGES ORGANIZATIONS

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Faculty:

           Business

Teacher:

        Ander Perez Perez.

Course:

        Global Market Perspectives

Students:

Alvarez Rabanal, Briam Luis

Gamboa Villarruel, Michael

Vergara Miranda, Camilo

INDEX

1        NESTLE CASE        2

1.1        BUSINESS VISIÓN        3

1.2        HUMAN RESOURCES        3

1.2.1        RECRUITMENT        4

1.2.2        EVALUATION PROCESS        5

1.2.3        TRAINING IN NESTLE        6

1.3        CONCLUSIONS        9

1.4        REFERENCES        10

1. NESTLE CASE

Nestle is the leading global food Company, the objetive es to be recognized as he world leader in nutrition, health and wellbeing, and trusted by all  stakeholders. Now Nestle have a variety line, for example bottled wáter, coffe, beakfast cereals, confectionary, ice cream and dairy products, adult and infant nutrition products, and pet care products. Some famous brands include Nescafè, kit kat, Nesquik, Nespresso, Purina, Perrier Aquarel, Maggi, Buitoni, and milk.

As a company,  best positioned to create shared value in three areas:

Nutrition: by providing nutritious products that deliver real health benefits to our consumers and by making our products more affordable and accessible through innovation and partnerships.

Water: by advocating for the protection of scarce water resources and by using

water more efficiently in  manufacturing and distribution processes in ways that also benefit others  supply chain.

Rural development: by supporting farmer development in rural areas where the raw materials  needs  are grown, securing  continued access to quality inputs and strengthening  customer base.

1. Business Visión

Nestle knows that a Company need a succesful society to be succesfull business, and the visión is the advance in Corporate Social Responsability in order to créate long term value for society as well as stakeholders. In the past, corporate investment in community and environmental initiatives were often seen as ‘obligations’ or simply philanthropy: added costs that had to be borne to minimise operational risks and protect reputation.

Creating Shared Value redefines many of these obligations as opportunities to strengthen the business long-term and creating Shared Value builds on  commitment to compliance and sustainability both of which are important ways of mitigating risks to our business, protecting the reputation and in the case of sustainability, reducing costs. Creating Shared Value is ultimately about ensuring  competitiveness and commercial success.

1. HUMAN RESOURCES

These policies are intended for all persons who occupy a leadership role, as well as to professionals in human resources. The principles of management and leadership at Nestle compile directives which must inspire all Nestlé employees, both in their actions and in their relations with others. The principles of operation of the business of the Nestlé Group concern, for its part, the basic principles that Nestlé is committed to respecting the world.

This policy includes policies that  constitute a sound basis for a Management effective human resource of the  Nestle group in the world.  It is, by essence, flexible and dynamic and can  adapt to different situations. Its  implementation will be subject to a reflection  appropriate, taking into consideration the  specific context. His spirit must be respected in any circumstance. 

Given that Nestle exercised its activities to global scale, local practices and laws must be respected everywhere. Agree,  also, take into account the evolution of each market and fitness  grade to progress in all that refers to the  resource management human.  In case of conflict between any of  policies and local legislation, this will be  last which will prevail.

1. Recruitment

The real success in the long term of our society depends in the ability to attract, encourage and develop employees capable of settle  growth on a basis constant. It is an important responsibility for all executives of the group. Nestlé policy is to hire collaborators with a personality and skills that they develop a relationship to long term with the company. Reason why the potential for professional development is a essential criterion in the time of the hiring.

It is the reason why, taking into account the importance of the values of Nestlé, be pay special attention to the qualities of a candidate and thus as to the values of the Company.

These principles and values must be clearly communicated from the beginning recruitment. People who are not willing to to adhere to principles of the management businesses of the Nestlé Group or the principles of management and leadership at Nestle not may be part of the company, given these documents setting forth its principles and its values fundamental. In addition, for management positions, will be must possess specific qualities of leadership and a keen sense of the business. Nestle wants to retain and expand its reputation of large reputable company. Relations with the universities, presence in recruitment campaigns and other contacts should be conducted to promote optimum visibility of the company by part of the potential candidates. Will be special attention in the treatment of each bid, that is the result of the selection. At the time that promotes the promotion within the company, human resources responsible for the direction and the should interested in candidates of value out of this and compare internal ratings with external applications.

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