The paper “ Strategic Human Resource Management in Unilever” is a motivating example of the case study on human resources. Unilever is a company whose roots can be traced to Anglo-Dutch and which is one of the International companies that have recorded splendid business operations upon which it has built its capital over time. The company has over 30 branches in the UK. and it owns many of the brands associated with consumer goods and brands such as beverages and food, home care products, and personal care products and is associated with such names as Persil UK, Magnum, Lynx, and Flora.
The UK branch makes about 2.3 billion pounds in sales and has over 12,000 employees. There is a recognition that the company needs to establish an approach that will promote it in a wider sense to its employees. Work/life balance programs have developed ultimately in the modern world in many organizations in response to employee’ s outcry and a desire for the parts of businesses to increase employee fulfillment and Unilever has not been left behind. The company has tried to develop harmonization plans to encourage flexible working for all its employees and has communicated this act widely to all its employees across the board.
These policies include; working from home, part-time working, job shares, and flexible hours and leave options include; maternity, paternity and adoptive leave policies that exceed the normal statutory requirements that are associated with career break systems. There are also employer support policies such as childcare support, gyms, Occupational health and dental services, and business-related policies. In the year 1988, 6% of female managers came with childcare responsibilities and more than 90% are now able to return to work after childbirth and are able to access maternity based benefits which have turned out to be successful in the retention of female workers and research into the matter has shown that had there not been flexibility in working hours, about 60% of the female managers would have left the company (The Work Foundation 2003) Today, there is much improvement in the area of work/life balance when it comes to the regular employees of the company and there is evident confidence in the day to day management of the organization from all quarters.
HC Online, 2004, 09 20, HC Online, Retrieved May 01, 2012, from www.hcmag.com: http://www.hcamag.com/news/profiles/unilever8217s-approach-to-leveraging-hr/110888/
Noe, R, 2002, Employee training and development, Boston: Mc-Graw Hill.
Palthe, J, 2008, Managing Human Rights and Human Resources: The Dual Responsibility of Global Corporations, Forum on Public Policy , 1-11.
Petrovic, J, & Kakabadse, K, 2003, Strategic staffing of international joint ventures:An integrative perspective for future research, Management Decision , 41-45.
Rodgers, P, Bird, A, & Flees, L, (n,d,), Decision Insights: Solving the talent problem: A decision approach, Decide and Deliver: 5 Steps to Breakthrough Performance in your Organization .
Schuler, R, Tarique, I, & Jackson, S, 2004, Managing Human Resources in Cross-border Alliances, London: Elsevier Ltd.
Shenkar, O, & Zeira, Y, 1987, Human resource management in international joint ventures: Direction for research, Academy of Management Review , 541-551.
Talent Drain, 2012, Personal development at the heart of Unilever’s retention strategy, Talent Drain.
Tarique, I, & Caligiuri, P, 2003, Training and development of international staff, In A, ed, Harzing, International Human Resource Management (pp. 11-27), CA: Sage.
The Work Foundation, 2003, Unilever: Developing an approach that is consistently applied across a large busines, Lancaster: The Work Foundation.
Unilever, 2010, How Mentoring is helping Unilever's board address its diversity challenge, London: Unilever PLC.