Case Study of Nestle: Training and Development

Introduction

Nestlé is today the world’s leading food company, with a 135-year history
and operations in virtually every country in the world. Nestlé’s principal
assets are not office buildings, factories, or even brands. Rather, it is the
fact that they are a global organization comprised of many nationalities,
religions, and ethnic backgrounds all working together in one single
unifying corporate culture.

Culture at Nestlé and Human Resources Policy

Nestlé culture unifies people on all continents. The most important parts
of Nestlé’s business strategy and culture are the development of human
capacity in each country where they operate. Learning is an integral part
of Nestlé’s culture. This is firmly stated in The Nestlé Human Resources
Policy, a totally new policy that encompasses the guidelines that
constitute a sound basis for efficient and effective human resource
management. People development is the driving force of the policy,
which includes clear principles on non-discrimination, the right of
collective bargaining as well as the strict prohibition of any form of
harassment. The policy deals with recruitment, remuneration and
training and development and emphasizes individual responsibility,
strong leadership and a commitment to life-long learning as required
characteristics for Nestlé managers.

Training Programs at Nestlé

The willingness to learn is therefore an essential condition to be

employed by Nestlé. First and foremost, training is done on-the-job.
Guiding and coaching is part of the responsibility of each manager and is
crucial to make each one progress in his/her position. Formal training
programs are generally purpose-oriented and designed to improve
relevant skills and competencies. Therefore they are proposed in the
framework of individual development programs and not as a reward.

Literacy Training

Most of Nestlé’s people development programs assume a good basic

education on the part of employees. However, in a number of countries,
we have decided to offer employees the opportunity to upgrade their
essential literacy skills. A number of Nestlé companies have therefore set
up special programs for those who, for one reason or another, missed a
large part of their elementary schooling.

These programs are especially important as they introduce increasingly

sophisticated production techniques into each country where they
operate. As the level of technology in Nestlé factories has steadily risen,
the need for training has increased at all levels. Much of this is on-the-
job training to develop the specific skills to operate more advanced
equipment. But it’s not only new technical abilities that are required. It’s
sometimes new working practices. For example, more flexibility and
more independence among work teams are sometimes needed if
equipment is to operate at maximum efficiency. “Sometimes we have
debates in class and we are afraid to stand up. But our facilitators tell us
to stand up because one day we might be in the parliament!” (Maria
Modiba, Production line worker, Babelegi factory, Nestlé South Africa).

Nestlé Apprenticeship Program

Apprenticeship programs have been an essential part of Nestlé training

where the young trainees spent three days a week at work and two at
school. Positive results observed but some of these soon ran into a
problem. At the end of training, many students were hired away by other
companies which provided no training of their own. “My two elder
brothers worked here before me. Like them, for me the Nestlé
Apprenticeship Program in Nigeria will not be the end of my training but
it will provide me with the right base for further advancement. We
should have more apprentices here as we are trained so well!” (John
Edobor Eghoghon, Apprentice Mechanic, Agbara Factory, Nestlé
Nigeria) “It’s not only a matter of learning bakery; we also learn about
microbiology, finance, budgeting, costs, sales, how to treat the customer,
and so on. That is the reason I think that this is really something that is
going to give meaning to my life. It will be very useful for everything.”
(Jair Andrés Santa, Apprentice Baker, La Rosa Factory Dosquebradas,
Nestlé Columbia).

Local Training

Two-thirds of all Nestlé employees work in factories, most of which

organize continuous training to meet their specific needs. In addition, a
number of Nestlé operating companies run their own residential training
centers. The result is that local training is the largest component of
Nestlé’s people development activities worldwide and a substantial
majority of the company’s 240000 employees receive training every
year. Ensuring appropriate and continuous training is an official part of
every manager’s responsibilities and, in many cases; the manager is
personally involved in the teaching. For this reason, part of the training
structure in every company is focused on developing managers’ own
coaching skills. Additional courses are held outside the factory when
required, generally in connection with the operation of new technology.

The variety of programs is very extensive. They start with continuation

training for ex-apprentices who have the potential to become supervisors
or section leaders, and continue through several levels of technical,
electrical and maintenance engineering as well as IT management. The
degree to which factories develop “home-grown” specialists varies
considerably, reflecting the availability of trained people on the job
market in each country. On-the-job training is also a key element of
career development in commercial and administrative positions. Here
too, most courses are delivered in-house by Nestlé trainers but, as the
level rises, collaboration with external institutes increases. “As part of
the Young Managers’ Training Program I was sent to a different part of
the country and began by selling small portions of our Maggi bouillon
cubes to the street stalls, the ‘sari sari’ stores, in my country. Even
though most of my main key accounts are now supermarkets, this early
exposure were an invaluable learning experience and will help me all my
life.” (Diane Jennifer Zabala, Key Account Specialist, Sales, Nestle
Philippines). “Through its education and training program, Nestlé
manifests its belief that people are the most important asset. In my case,
I was fortunate to participate in Nestlé’s Young Managers Program at the
start of my Nestlé career, in 1967. This foundation has sustained me all
these years up to my present position of CEO of one of the top 12 Nestlé
companies in the world.” (Juan Santos, CEO, Nestlé Philippines)

Virtually every national Nestlé company organizes management-training

courses for new employees with High school or university qualifications.
But their approaches vary considerably. In Japan, for example, they
consist of a series of short courses typically lasting three days each.
Subjects include human assessment skills, leadership and strategy as
well as courses for new supervisors and new key staff. In Mexico, Nestlé
set up a national training center in 1965. In addition to those following
regular training programs, some 100 people follow programs for young
managers there every year. These are based on a series of modules that
allows tailored courses to be offered to each participant. Nestlé Pakistan
runs 12-month programs for management trainees in sales and
marketing, finance and human resources, as well as in milk collection
and agricultural services. These involve periods of fieldwork, not only to
develop a broad range of skills but also to introduce new employees to
company organization and systems. The scope of local training is
expanding. The growing familiarity with information technology has
enabled “distance learning” to become a valuable resource, and many
Nestlé companies have appointed corporate training assistants in this
area. It has the great advantage of allowing students to select courses
that meet their individual needs and do the work at their own pace, at
convenient times. In Singapore, to quote just one example, staff is given
financial help to take evening courses in job-related subjects. Fees and
expenses are reimbursed for successfully following courses leading to a
trade certificate, a high school diploma, university entrance
qualifications, and a bachelor’s degree.

International Training

Nestlé’s success in growing local companies in each country has been

highly influenced by the functioning of its international Training Centre,
located near our company’s corporate headquarters in Switzerland. For
over 30 years, the Rive-Reine International Training Centre has brought
together managers from around the world to learn from senior Nestlé
managers and from each other.Country managers decide who attends
which course, although there is central screening for qualifications, and
classes are carefully composed to include people with a range of
geographic and functional backgrounds. Typically a class contains 15–20
nationalities. The Centre delivers some 70 courses, attended by about
1700 managers each year from over 80 countries. All course leaders are
Nestlé managers with many years of experience in a range of countries.
Only 25% of the teaching is done by outside professionals, as the primary
faculty is the Nestlé senior management. The programs can be broadly
divided into two groups:
Management courses: these account for about 66% of all courses at Rive-
Reine. The participants have typically been with the company for four to
five years. The intention is to develop a real appreciation of Nestlé values
and business approaches. These courses focus on internal activities.

Executive courses: these classes often contain people who have attended
a management course five to ten years earlier. The focus is on developing
the ability to represent Nestlé externally and to work with outsiders. It
emphasizes industry analysis, often asking: “What would you do if you
were a competitor?”

Conclusion

Nestlé’s overarching principle is that each employee should have the

opportunity to develop to the maximum of his or her potential. Nestlé do
this because they believe it pays off in the long run in their business
results, and that sustainable long-term relationships with highly
competent people and with the communities where they operate enhance
their ability to make consistent profits. It is important to give people the
opportunities for life-long learning as at Nestle that all employees are
called upon to upgrade their skills in a fast-changing world. By offering
opportunities to develop, they not only enrich themselves as a company,
they also make themselves individually more autonomous, confident,
and, in turn, more employable and open to new positions within the
company. Enhancing this virtuous circle is the ultimate goal of their
training efforts at many different levels through the thousands of
training programs they run each year.