Task 01

Introduction

HRM is one of the main factors, which determine the characteristics of job in a given

area and establish some primary qualities that are significant for every type of working situation.

The HRM decisions that will be discussed in this report are the ones made by one of Britain’s

lead firms – Unilever. But the other thing that is still constantly changing is business; companies

strive to acquire and retain a talented workforce. And the process of making HRM decisions

reflects these challenges (Stahl et al., 2020). This report focuses on a critical discussion of

Unilever’s HRM decision analysis by coming up with an in-depth analysis and the strategies that

are used to establish how well they address employee satisfaction, productivity and

organizational performance. The description of the HRM method practised by Unilever will also

create a more widespread discussion on contemporary trends in this area, giving specific

recommendations to market for firms that strive to implement workforce policies ready to endure

unfriendly economic climates in the nation.

Strategic Alignment of HRM

The strategic congruence of Unilever’s HRM decision making to its overall strategy is

strong. The mission of Human Resource department is that the workforce planning, recruitment

and talent management are directly integrated with the strategic intentions of a company (Shet

and Nair, 2022). By selecting candidates who have skill sets that closely approximate those

implied in the vision of the company, Unilever creates a pro-survival army within its ranks.
Employee Development Initiatives

Indeed, employee development is highlighted especially within the organisation that can

be observed through specialised training and mentoring initiatives alongside ways to progress in

their careers. Apart from mastering certain skills, attention to internal talent development also

enhances the engagement and loyalty of employees. Thus, this investment in human capital is

representative of contemporary HRM that focuses on ongoing learning within a rapidly changing

context.

Inclusive HR Policies

The HRM practiced by Unilever is participative in nature. Moreover, the variety of

organizational policies related to HR accurately highlights a level playing field environment

within workplace. This type of approach also involves an organizational-friendly culture that

provides integration and innovation in a diverse multicultural work environment.

Technological Integration in HR Processes

For the digital revolution, Unliverse has been able to digitize their internal HR processes

by means of technology implementation.Automated recruitment systems, employee performance

analytics and digital communication tool are also used to operationalize HR. Nevertheless it does

not only guarantee that efficacy boosts but also allows HR specialists to concentrate on the

strategic elements of employee management (Hu, 2023).

Conclusion

Thus, the following main emphasizes on employee development, technology as a step

toward integration and commitment to diversity lead to vibrant workforce. Unilever fosters

feedback mechanisms that become the source of a culture of continuous improvement and
reactiveness. This holistic HRM approach enables the organization to manage effectively with all

the challenges presented by a modern business environment. To be effective in the various UK

business environments, Unilever has formulated the latest standards of human capital on which

its personnel is adjusted.

Reference

Stahl, G.K. et al. (2020) 'Enhancing the role of human resource management in corporate

sustainability and social responsibility: A multi-stakeholder, multidimensional approach

to HRM,' Human Resource Management Review, 30(3), p. 100708.

https://doi.org/10.1016/j.hrmr.2019.100708.

Shet, S.V. and Nair, B. (2022) 'Quality of hire: expanding the multi-level fit employee selection

using machine learning,' The International Journal of Organizational Analysis, 31(6), pp.

2103–2117. https://doi.org/10.1108/ijoa-06-2021-2843.

Hu, Q. (2023) 'Unilever‘s Practice on AI-based Recruitment,' Highlights in Business Economics

and Management, 16, pp. 256–263. https://doi.org/10.54097/hbem.v16i.10565.