RIFT VALLEY UNIVERSITY

MASTERS OF PROJECT MANAGMENT

HUMAN RESOURCE MANAGEMENT

PROJECT WORK
ON
TITLE OF
TRAINING & DEVELOPMENT UNILIVER

PREPARED BY:-
SEBLE G/EGZIABHEIR
NAME
SUBMITTED TO:-
NAME

ADDIS ABABA, ETHIOPIA

2021/2022
Training & Development is the field concerned with organizational activities aimed at bettering the
performance of individuals and groups in organizational settings. It has been known by several names,
including employee development, human resource development, and learning & development.

Training & Development ensures that randomness in organizational setting is reduced, and learning or
behavioral change takes place in structured format. The conflicts at workplace, with perhaps the most
devastating career consequences, are those that take place between employees and their bosses. Training
an employee to get along well with authority and with people who entertain diverse points of view is one
of the best guarantees of long-term success.

Training & Development encompasses three main activities: training, education, and development. These
three are often considered to be synonymous; however, they encompass three separate, although
interrelated, activities: -

Training: This activity is both focused upon, and evaluated against, the job that an individual
currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost impossible to
evaluate.
Most of the organizations never used to believe in training before. They were holding the traditional view
that managers are born and not made. There were also some views that training is a very costly affair and
not worth the time and efforts involved.
Organizations used to believe more in executive pinching. But now the scenario seems to be changing.
Organizations have now realized the importance of corporate training. Training is now considered as

more of retention tool than a cost.

Training and development
So often when we design a plan, the plan becomes the end rather than the means. The plan is a general
guide the real treasure found from implementing your plan is the learning you achieve. Learning is an
ongoing process. Look at learning as a process and you enjoy the long time during the journey rather than
the short time at the destination.
Location: Institute of business Administration (IBA)
The IBA offers full-time business programs both at the Main and City Campus. It also offers a variety of
part-time programs at the City Campus in the evenings. It is not uncommon to find entrepreneurs,
practicing managers, government employees and technocrats all attending this programs. The diversity in
their work backgrounds makes interaction, inside as well as outside the class, a rich and educational
experience. Specialized executive education programs are conducted by the newly established Center for
Executive Education (IBA-CEE) for professionals from the corporate world.

The programs will be offered with the coordination of Unilever Pakistan and IBA Lahore. The funding
for the project will be allocated by the Unilever Pakistan and the employee who will be given the
Training will be employed on key positions of the Company.
Stakeholders in Training & Development
The "stakeholders" in training and development are categorized into several classes: -
The sponsors of training and development are senior managers of the organization.
The clients of training and development are business planners. Line managers are responsible for
coaching, resources, and performance.
The participants are those who actually undergo the processes.
The facilitators are Human Resource Management staff.
The providers are specialists in the field.
Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others
Plan provision and duration
The Training and Development is a 3 month program for the senior employees so that the above
mentioned courses will be beneficial for them. Unilever offers training session of employees every year
based on the requirement of the Business. Hence the cost allocation and expenditure is specified in the
Annual Financial Report. The participants will be accommodated in the hostels of the Unilever and IBA
and will be provided basic facilities of Travelling and recreation.
Objectives of Training & Development
Principal Objective - To make sure there is availability of a skilled and willing workforce to an
organization and enlighten the partakers more about their organization, its aspirations,
challenges, and the business background in which it operates. This will help us make the human
resources cognizant of the functions of different sections.
Individual Objectives – To help employees in achieving their personal goals, this in turn,
enhances the individual contribution to an organization. To train them to be aware of the
significance of communication and enthusiasm in their day-to-day work as a tool for better
organizational climate and morale. To see that once they go back after attending training, they
feel that they belong to the organization.
Organizational Objectives – To assist the organization with its primary objective by bringing
individual effectiveness. To develop friendship, fellowship, support and trusteeship among
trainees.
Functional Objectives – To maintain the department’s contribution at a level suitable to the
organization’s needs. Improved skills and capability of the trainers to associate inputs to outputs
Societal Objectives – To ensure that an organization is ethically and socially responsible to the
needs and challenges of the society.
Methods of training and development on Uniliver
In a development programmer we would aim for a person to be able to deal effectively with
circumstances that had not been anticipated. Such capability entails less tangible aspects of
performance such as attitudes, perceptions, judgments, diagnosis, insights, discretion and
flexibility. Training methods: There are two types of training methods, these are
(a) On the job training: On job training methods are like,
1. Apprenticeship training 2. Informal learning 3. Job instruction training 4. Lectures 5.
Programmed learning 6. Audiovisual-based training 7. Vestibule training 8. Computer-based
training 9. Simulated learning
(b) Off the job training: Off the job training methods are like,
1. The case study method 2. Management games 3. Outside seminars 4. Executive coaches etc.
(Human Resource Management/Gary Dressler/twelfth edition) Introduction to Unilever
“Unilever is a leading Fast Moving Consumer Goods Company with a heritage of over 48 years.
Unilever started its onshore operations in 1964 when its soap factory was set up at Chittagong.
Unilever is market leader in 7 of the 8 categories it operates in, with 16 brands spanning across
Home and Personal Care and Foods.
Description, justification and technical parameters
The two campuses are spread over 80 acres. These compare in size and splendor to any campus of a
world-class institution of higher learning. The facilities are immaculately maintained in line with the IBA
tradition of excellence in all facets of its activities.
The IBA Main Campus is a large complex of buildings spread around lush green sprawling lawns, which
serves as a backdrop to an extremely conducive environment for academic pursuit. It houses the program
offices, faculty offices, a library, an auditorium, two computer labs and eleven classrooms.
The City Campus is in the heart of the business district of the city. Apart from housing 20 classrooms, it
has a library, an auditorium, conference and seminar rooms, and four computer labs. The City Campus is
also home to the Evening Program, which is attended mainly by professional managers. The classrooms
at both the campuses are large and airy, and are fully-equipped with modern audiovisual facilities, to
enhance the learning experience and make it more interactive. All facilities at both campuses are
accessible to the students, faculty and course participants. The IBA’s computing facilities are being
continuously upgraded to keep them in sync with fast paced advance in computing technologies. The IBA
believes that a modern IT environment for students, faculty and administration is absolutely essential for
providing quality.
The IBA's IT department provides computing facilities to staff, faculty, and students. It also develops
plans with objectives and actions that help achieve a highly competitive and technology-intensive
environment for the institute. Some of the services provided by this department include E-mail and
Internet Service, IT Help Desk, Audio Visual Support, and Printing Services
Residences:
The IBA provider residential facilities for out-of-town full IBA students. The hostel is spread over and
area of 1.75 acres with lush green lawns and is a short walk from the Main Campus. The hostel provides
single accommodation for its students and has one hundred rooms.
The hostel provides many facilities to its residents: it is equipped with a gymnasium and an indoor table
tennis room. Students use the TV Lounge, which is equipped with a big screen television and a satellite
decoder, to socialize and to play indoor games
Three month training will be provided in the IBA and the sponsorships will be provided by different
departments of the organization.
Equity:
The amount of equity to be financed from each source
Sponsors own resources 90%
Federal government 0%
Provincial government0%
DFI's/banks 10%
General public 0%
Foreign equity (indicate partner agency) 0%
NGO’s/beneficiaries 0%
Others 0%
Project benefits and analysis
Financial:
Newly-acquired skills and knowledge undergo modifications to fit the work condition. Participants may
find their organizations offering support to use the training and also the support for continuing contact
with the training institution. On the other hand, they may step into a quagmire of distrust. More effective
behavior of people on the job is the prime objective of the training process conducted by an organization
as a whole.

Training and development programs are also important to cope up with the changes in technology and
with diversity within the organization. Today because of number of changes in technological fields, these
programs are increasingly emphasizing on converting the organization to learning organizations and
human performance.
Work Environment:
On the other hand, the important aspect of training and development programs is that it helps to avoid the
managerial obsolescence. Organizational problems either major or minor can be solved our by these
programs. These programs also play an important role managing the changes in organizational structure
caused by mergers, acquisitions, rapid growth, downsizing and outsourcing.
Performance appraisal
Performance appraisal is a process in which one values the employee contribution and worth to the
organization.
The objectives of performance appraisal for Unilever are:
To help better current performances
To help in development of the employee.
To determine training and development needs.
To give employee feedback and counsel them
To review performance for salary purposes.
Employees across the entire organization are appraised of their performance. In Unilever this is done
periodically depending on the need of the organization.
The various kinds of performance appraisal systems are:
Personality based performance appraisal system:
Here the appraiser is supposed to rate the personality traits of the person being appraised.
This is not in much in organizations as it very subjective and judgmental. It could also be biased and
prejudiced.
Competence based performance appraisal system:
Here the job analysis is used and the employee is appraised for the skills he exhibits. For e.g. if his job
entails dealing with the clients then he is judged foe his effectiveness in dealing with them. This enables
both the organization and the employee as to what deficiencies are to be overcome and can be useful in
providing training to the employee to better his performance.
Result based performance appraisal system:
This system concentrates on the final results achieved by the employee irrespective of his personality or
deficiencies. This is totally related to the job and concentrates on the end results that are more important
to the organization.
Performance Appraisal in Unilever:
Performance appraisal at Unilever is usually done periodically and after every 1year. The
procedure followed for evaluation, is that the performance appraisal forms are distributed among
the employees, in which they have to fill in the multiple choice questions related to the level of
satisfaction with their co-workers and supervisors. Everything is done strictly and confidentiality
maintained in the Evaluation System so that the managers can express their views in free and
frank manner. One Performance Appraisal method can highlight only some attributes as the
Paired
Comparison Method can only highlight the attributes like leadership, decision making etc. So
Unilever practices mix methods for appraising the performance as they believe that by doing so
many critical incidents can be highlighted.

Employee Evaluation Methods

Shaout and Yousif (2014, pp. 966-
967) provided 10
examples of traditional and more
contemporary methods
for evaluating employee performance:
1. Ranking Method: Organizational
leaders rank
employees according to merit from best
to worst.
2. Graphic Rating Scales: This method
lists several traits
and a range of performance for each
trait; then,
employees are graded by aligning the
score that best
describes their level of performance for
each trait.
3. Critical Incident Method: Leaders
keep a record of
unusual behaviors and revisit it with the
employees in
order to find the resources that will help
improve their
performance.
4. Narrative Essay: Leaders write an
explanation of
employee’s strengths and weaknesses
based on overall
impressions of performance,
capabilities, and
qualifications with recommendations
necessary for
improving performance.
5. Management by Objectives:
Leaders grade
performance based on formulated
objectives, execution
process, and constructive feedback.
This systematic
approach consists of strategic
planning, objectives
hierarchy, objectives setting, action
planning, method
implementation, control and appraisal,
as well as
subsystems, organizational, and
management
development.
6. Behaviorally Anchored Rating
Scales: This method
helps leaders in contrasting employee
performance
against particular behaviors by using
numerical ratings
and behavioral statements that describe
each element
of performance.
7. Humans Resource Accounting:
Leaders assess
employee performance based on
human resource
costing and accounting, as well as its
contribution to
the organization.
8. Assessment Center: This approach
requires leaders to
participate in work-related exercises,
work groups,
computer simulations, fact finding
exercises,
analysis/decision making problems,
role playing, and
oral presentation activities in order to
be assessed by
trained observers.
9. 360 Degree: This approach
assesses the influence of
actions based on feedback provided
by diverse
individuals, such as the immediate
supervisor, team
members, customers, peers, and self.
10. 720 Degree: This method allows
external sources, such
as stakeholders, family members,
suppliers, and
communities to provide their feedback
about an
organization, leaders, and individuals.
Reasons and Ways for Handling
Performance
Evaluation Failures
Organizational leaders should keep in
mind the reasons
why employee performance evaluation
fails. Nassazi
(2013) provided several reasons, for
examples: Lack of
information, lack of evaluation skills, not
taking evaluation
seriously, not being prepared, not being
honest and sincere,
ineffective discussion with employees,
unclear language,
and insufficient reward for
performance. In addition, F.
Nichols (as cited by Long, Kowang,
Ismail, & Rasid, 2013)
stated there are additional concerns
perceived by
organizational leaders in regards to
employee performance
evaluations; for examples, (1)
employees set easily
attainable goals, (2) creation of
negative emotions and
feelings, (3) no collaboration and
teamwork opportunities,
(4) importance on tasks rather than
results, (5) promotion of
short-term views and organizational
politics, and (6)
expensive practices for conducting and
handling
performance evaluations problems and
appeals.
Through performance evaluations,
leaders are able to
identify whether employees have
accomplished the work
tasks in an effective manner and
recognize the challenges
employees have experienced during
the performance on
~ 212 ~
World Wi de Journal of Multidisciplinary Research
and Development
such activities. Leaders should not make
employees behave
like the leaders; instead, leaders
should recognize that
employees have their own values,
morals, virtues, and
faults. Such factors should be utilized
in the best possible
way in order to improve performance,
while attaining
organizational goals. If performance is
unacceptable,
leaders are required to provide
additional support in order
to enhance employee performance
through coaching,
mentoring, counseling, or any other
approach (Kirovska &
Qoku, 2014).
Evaluating employee performance is not
an easy task, since
it may impact all dimensions of
employees’ perceptions
and reactions. However, it provides a
holistic view
regarding the employees’ current state
of performance.
Based on such an outlook, leaders should
find diverse ways
to not only improve performance, but
also to achieve
predetermined organizational standards.
For many leaders,
failure is not an option; however, it is
their responsibility to
support team members in their
journey to become
successful professionals, individuals
who can effectively
perform their job, while achieving
organizational goals and
objectives.
Conclusion
Employees are the most valuable asset
of the organization
as they take responsibility for
enhanced customer
satisfaction and quality of products
and services. Without
proper training and development
opportunities, they would
not be able to accomplish their tasks at
their full potential.
Employees who are fully capable to
perform their job-
related tasks tend to keep their jobs
longer due to higher job
satisfaction. Training and development
is a vital tool used
to not only maximize the performance
of employees, but
also to help them in becoming more
efficient, productive,
satisfied, motivated, and innovative in
the workplace
(Elnaga & Imran, 2013). Identifying
the right learning
opportunities for employees will help
the organization in
achieving its competitive posture in
today’s global market.
Employee Evaluation Methods
Shaout and Yousif (2014, pp. 966-
967) provided 10
examples of traditional and more
contemporary methods
for evaluating employee performance:
1. Ranking Method: Organizational
leaders rank
employees according to merit from best
to worst.
2. Graphic Rating Scales: This method
lists several traits
and a range of performance for each
trait; then,
employees are graded by aligning the
score that best
describes their level of performance for
each trait.
3. Critical Incident Method: Leaders
keep a record of
unusual behaviors and revisit it with the
employees in
order to find the resources that will help
improve their
performance.
4. Narrative Essay: Leaders write an
explanation of
employee’s strengths and weaknesses
based on overall
impressions of performance,
capabilities, and
qualifications with recommendations
necessary for
improving performance.
5. Management by Objectives:
Leaders grade
performance based on formulated
objectives, execution
process, and constructive feedback.
This systematic
approach consists of strategic
planning, objectives
hierarchy, objectives setting, action
planning, method
implementation, control and appraisal,
as well as
subsystems, organizational, and
management
development.
6. Behaviorally Anchored Rating
Scales: This method
helps leaders in contrasting employee
performance
against particular behaviors by using
numerical ratings
and behavioral statements that describe
each element
of performance.
7. Humans Resource Accounting:
Leaders assess
employee performance based on
human resource
costing and accounting, as well as its
contribution to
the organization.
8. Assessment Center: This approach
requires leaders to
participate in work-related exercises,
work groups,
computer simulations, fact finding
exercises,
analysis/decision making problems,
role playing, and
oral presentation activities in order to
be assessed by
trained observers.
9. 360 Degree: This approach
assesses the influence of
actions based on feedback provided
by diverse
individuals, such as the immediate
supervisor, team
members, customers, peers, and self.
10. 720 Degree: This method allows
external sources, such
as stakeholders, family members,
suppliers, and
communities to provide their feedback
about an
organization, leaders, and individuals.
Reasons and Ways for Handling
Performance
Evaluation Failures
Organizational leaders should keep in
mind the reasons
why employee performance evaluation
fails. Nassazi
(2013) provided several reasons, for
examples: Lack of
information, lack of evaluation skills, not
taking evaluation
seriously, not being prepared, not being
honest and sincere,
ineffective discussion with employees,
unclear language,
and insufficient reward for
performance. In addition, F.
Nichols (as cited by Long, Kowang,
Ismail, & Rasid, 2013)
stated there are additional concerns
perceived by
organizational leaders in regards to
employee performance
evaluations; for examples, (1)
employees set easily
attainable goals, (2) creation of
negative emotions and
feelings, (3) no collaboration and
teamwork opportunities,
(4) importance on tasks rather than
results, (5) promotion of
short-term views and organizational
politics, and (6)
expensive practices for conducting and
handling
performance evaluations problems and
appeals.
Through performance evaluations,
leaders are able to
identify whether employees have
accomplished the work
tasks in an effective manner and
recognize the challenges
employees have experienced during
the performance on
~ 212 ~
World Wi de Journal of Multidisciplinary Research
and Development
such activities. Leaders should not make
employees behave
like the leaders; instead, leaders
should recognize that
employees have their own values,
morals, virtues, and
faults. Such factors should be utilized
in the best possible
way in order to improve performance,
while attaining
organizational goals. If performance is
unacceptable,
leaders are required to provide
additional support in order
to enhance employee performance
through coaching,
mentoring, counseling, or any other
approach (Kirovska &
Qoku, 2014).
Evaluating employee performance is not
an easy task, since
it may impact all dimensions of
employees’ perceptions
and reactions. However, it provides a
holistic view
regarding the employees’ current state
of performance.
Based on such an outlook, leaders should
find diverse ways
to not only improve performance, but
also to achieve
predetermined organizational standards.
For many leaders,
failure is not an option; however, it is
their responsibility to
support team members in their
journey to become
successful professionals, individuals
who can effectively
perform their job, while achieving
organizational goals and
objectives.
Conclusion
Employees are the most valuable asset
of the organization
as they take responsibility for
enhanced customer
satisfaction and quality of products
and services. Without
proper training and development
opportunities, they would
not be able to accomplish their tasks at
their full potential.
Employees who are fully capable to
perform their job-
related tasks tend to keep their jobs
longer due to higher job
satisfaction. Training and development
is a vital tool used
to not only maximize the performance
of employees, but
also to help them in becoming more
efficient, productive,
satisfied, motivated, and innovative in
the workplace
(Elnaga & Imran, 2013). Identifying
the right learning
opportunities for employees will help
the organization in
achieving its competitive posture in
today’s global market.
Conclusion
Employees are the most valuable asset of the organization as they take responsibility for
enhanced customer satisfaction and quality of products and services. Without proper training and
development opportunities, they would not be able to accomplish their tasks at their full
potential. Employees who are fully capable to perform their job related tasks tend to keep their
jobs longer due to higher job satisfaction. Training and development is a vital tool used to not
only maximize the performance of employees, but also to help them in becoming more efficient,
productive, satisfied, motivated, and innovative in the workplace. Identifying the right learning
opportunities for employees will help the organization in achieving its competitive posture in
today’s global market.

References
1. www.unilever.pk
2. http://www.coolavenues.com/know/hr/smitha-training-3.php
3. http://www.citehr.com/
4. http://www.performance-appraisal.com/ratings.html