Introduction
Unilever has gained an important place in the list of organizations represented at the global level and catering to the needs of customers worldwide. The company has attained stupendous success in the Consumer Goods industry shortly after it established its presence in its home country. Founded in 1929, Unilever still manages to meet the requirements of its target market, using innovative solutions to improve its global score and retain the huge competitive advantage that it has gained over the decades of its work (Unilever 2019).
However, the incredible success of Unilever does not mean that the company should sit on its laurels; quite the contrary, Unilever needs to include innovative strategies and promote progress in its organizational and preformation aspects so that competitors should not become an immediate threat (Lakada, Lapian & Tumiwa 2017).
Among the current areas of concern for Unilever, one should mention the management of gaps in strategic learning within the company since the current structure of the organization does not allow for uninhibited learning for its experts. To address the concern of learning opportunities, Unilever will have to alter its organizational philosophy and shape the current framework of talent management by incorporating the notion of strategic, innovation-based learning with the elements of online training and corresponding certifications for experts.
Working in the consumer goods sector, Unilever has been delivering truly outstanding performance, with its revenues have been on the increase since the year of the company’s conception. A 2018 report has shown that Unilever In addition, the report proves that the organization has been addressing the needs of its direct and indirect stakeholders; particularly, the consistent compliance with sustainability standards as the principal policy of Unilever’s performance is clear evidence of the firm’s success in the Consumer Goods industry (Unilever 2018)
Therefore, the organization has been focusing exponentially on the management of global needs, whereas the issues concerning training and the necessity to update the frameworks of employee relations that have worn out their welcome long ago have been left unattended (Clark & Polesello 2017). The current net worth of the company amounts to €9.808 billion as of 2018, yet the organization is currently on the verge of failing its human resource management and, therefore, is in dire need to improve the existing frameworks for managing its talents and investing in them.
Design
Unilever has had a polished framework of coordinating the performance of its staff members, yet changes in the approach toward talent management have conditioned the need for Unilever to alter its current approach toward HRM. Namely, the performance of staff members in the production department needs to be referenced as losing its efficacy due to the drop in motivation levels (Onifade, Opele & Okafor 2018).
The latter phenomenon is, in turn, justified by the absence of proper career development opportunities within the firm, as well as the absence of the programs that could facilitate gaining new skills and raising the extent of employees’ competencies. In addition, the lack of chances to develop managerial and leadership-related skills also affects the target demographic quite negatively, reducing their motivation (Kumar & Pansari 2016).
The loss of motivation causes an inevitable drop in the rates of employee engagement within the company, as the experience of Unilever may show within the next few years unless an appropriate strategy is deployed to manage the problem of staff demotivation (Taneja, Sewell & Odom 2015). Overall, the described issue affects the performance at Unilever significantly, making the company lose its trademark quality and efficacy.
The situation described above can be related to the domain of employee motivation and engagement as one of the areas that require proper coverage in the organizational environment. Indeed, the lack of willingness to contribute to corporate performance is an important concern stemming directly from an inadequate motivation technique deployed within the organization (Cycyota, Ferrante & Schroeder 2016). However, the situation concerning motivation loss at Unilever can also be examined from a slightly different angle. Namely, the observed problem can be related to a broader spectrum of concerns, specifically, the issue of communication within the firm.
The fact that the company as effective, famous, and powerful as Unilever has been consistently defaulting on updating its current approach toward managing talent indicates that it has not been paying close attention to the needs and desires of its employees, which can be explained by communication issues (Ang, Rockstuhl & Tan 2015). When delving deeper into the nature of Unilever’s communication problems, one will find out that, ironically, it is not the absence of communication channels within the organization but, instead, the abundance thereof that hampers the process of identifying the concerns of staff members (Al Mehrzi & Singh 2016).
As a result, the process of information management and especially the transfer of feedback from staff members to managers becomes muddied, with the crucial pieces of data becoming increasingly difficult to discern from irrelevant ones. Therefore, the nature of the problems at Unilever regarding the observed issue in performance drop may also be attributed to the issue of communication within the firm.
Given the existing situation with the management of human resources in the company, there is an evident and unavoidable need in building training courses for improving communication with staff members and introducing educational opportunities into the organizational setting. Therefore, the learning needs that the company, namely, its HR managers, presently experience, concern the issue of effective talent management and the development of a rapport with employees (Daher 2015). Overall, the learning need in question can be defined as the necessity to establish the model for maintaining employee engagement and making staff members more motivated in their performance by shaping the existing system of communication and collaboration with employees.
The process of identifying the learning need in question was rather simple yet quite effective. Namely, to locate the issues at Unilever, recent reports issued by the organization and outlining its performance, as well as the problems that it has encountered over the past year, have been studied (Konanahalli & Oyedele 2016). The review of Unilever’s recent activities and especially the organizational issues that the firm has been striving to managed has led to the conclusion that the company may have approached the verge of an internal crisis defined by the lack of effective talent management techniques and the persistence of rigid, outdated, and potentially harmful HRM strategies adopted at the organization (Popli & Rizvi 2016).
In addition, to locate the effects that problems in HRM, namely, employee engagement and communication, have produced on the company, several surveys were distributed among several customers that have been using Unilever products for a while. According to the results of the survey, most of the buyers have agreed that there has been a slight dive in the level of product quality offered by Unilever recently (Dentoni & Veldhuizen 2012). The described feedback is indicative of Unilever’s inherent problems and the fact that the organization needs to update its HRM policies, as well as its strategies for managing employee engagement and motivation.
Thus, there is a training need concerning the education of the HR team. HR managers and the HR department., in general, will have to acquire new strategies for motivating staff members and increasing the extent of their engagement to build higher loyalty levels among the specified population (Polman & Bhattacharya 2016). For this purpose, several crucial training tools will be created.
The course will be based on an eLearning platform, which will help to keep all participants updated on their progress, provide them with all information that will be relevant to the course, and offer them an opportunity to access the course whenever they need, communicating with each other and with their educators (Arrowsmith & Parker 2013). The introduction of eLearning techniques as an extraordinarily efficient method of teaching HR managers about essential employee engagement and motivation techniques has been documented by Noe et al. (2017) in their research on the subject under analysis. Namely, Noe et al. (2017) claim that eLearning contributes to collaboration between the participants and increased knowledge sharing.
However, including a set of a standard training sessions for general audiences within the shortest amount of time possible is not the best way of dealing with the current problem at Unilever. Instead of creating a standard, cookie-cutter range of courses during which HR managers will be provided with a chance to create unique and flexible approaches toward managing staff’s culture-specific needs. The described issue postulates the development of a training program aimed at introducing managers to the idea of employee motivation, engagement, and empowerment. The described changes are critical to the development of initiative within the organization on the executive level, as well as increasing the quality of the produced goods (Yap Peng Lok & Chin 2019).
Seeing that the latter has become particularly dubious over the past year, the creation of a program that will introduce managers to essential motivation tools and the promotion of effective talent management within Unilever is critical.
Before establishing the training program, one will need to determine the learning needs of the target demographic. Identifying the learning need, which represents the skills associated with communication and the application of culturally sensitive strategies, is critical to the effective implementation of the training process (Raza et al. 2017). As soon as the learning needs of the target population are located, the tools for promoting their professional education and development can be devised. In the case under analysis, HR members of Unilever will have to perform the evaluation of the activities related to the HR function and define the efficacy thereof (Salas-Vallina & Fernandez 2017).
Moreover, the alignment between the HR strategies and the goals of Unilever will have to be located. The discrepancies in the goals of the organization and the current HR strategies will necessitate the application of a training session that will set the course for HR members’ professional growth and especially their ability to meet culture-specific needs of staff members, at the same time keeping an open dialogue with them (Mohammed 2016).
The learning needs analysis bears an especially important function in the specified case since it will allow locating the problems within a highly convoluted setting that the Unilever organizational environment currently represents due to the lack of consistency in its approach toward managing diverse staff’s performance (Shantz, Alfes & Arevshatian 2016)… Therefore, the introduction of appropriate tools for assessing the learning need will point in the direction that the company will have to take with its current HRM approach.
The training program will consist of ten learning sessions that will include short interactive lectures, training itself, evaluation of the training results, discussions, and instructions to managers concerning their professional growth and the methods that they can use to motivate staff members and engage them into performing better, delivering higher quality, and providing an overall excellent job (Tate, Lartey & Randall 2019).
The course will incorporate several crucial themes, namely, Communication in HR (HR Manager as a Mediator) Employee Engagement and Motivation, Leadership from an HRM Perspective, Empowering People to Become Leaders, Change Management in HR, Talent Management in HR, People Analytics for HR, Cultural Sensitivity in HR, and several others (Tursunbayeva, Di Lauro & Pagliari 2018).
The proposed topics will address the specifics of managing the needs of Unilever staff in a way that will provide them with the most comfortable work environment and empower them to grow professionally. The reference material will be provided to staff members in PDF format so that they could familiarize themselves with the key terminology, strategies, and techniques for addressing the needs of employees.
In addition, the training course will include multiple quizzes and simulations during which participants will have to select the approach that they deem as the most appropriate for resolving a particular workplace situation, such as a conflict between employees. The simulations will help the HR managers involved in the training course to develop practical skills and connect the theory learned when reading course materials to the management of workplace issues (Wait & Frazer 2018).
However, simulations cannot include the variety of scenarios that HR managers will have when addressing issues at Unilever, discussions that will follow the tasks and tests will be critical to the efficacy of the training, during the group discussions. Thus, brainstorming and other similar strategies will be used to prompt the analysis of the participant’s strengths and weaknesses in managing staff along with different approaches to be used in the Unilever setting to ensure high employee engagement rates (Zhao & Lucas 2015).
The issue of cross-cultural communication will be addressed, particularly, regarding the cultures of the states where Unilever has been expanding recently and where it currently operates. Thus, the tools for ensuring that employees from various backgrounds recruited to work at Unilever will have the required opportunities in attaining success will be created. The HR department will be introduced to the idea of culture-sensitive HRM along with the principles of meeting the needs of people from different cultural backgrounds.
In addition, the training process will involve a close focus on the development of cultural competency and the promotion of cultural sensitivity, in general (see Table 1). Specifically, HR managers at Unilever will need to be able to recognize various facets of diversity and address them adequately by creating a setting where employees will feel confident and safe. However, since the notion of diversity and the issues that cultural competence has to encompass is very vast, the process of training will have to be split into several parts, each addressing a particular case of meeting staff’s cultural specifics. For example, Draghici (2015) notes the following about the concept of diversity in the business context:
Diversity, in this case, includes cultural (e.g. language, religious affiliation, traditions), socio-economic (e.g. social origin, residence, education, professional experience, income, family status), political (e.g. national origin, worldview), and physical factors (e.g. age, mental and physical abilities), and is critically increased by gender which intersects with each of the aforementioned determinants. (p. 63)
Therefore, the participants of the training will need to be introduced to each aspect of diversity. The described objective will be accomplished by introducing training for global citizenship, which will involve the study of the principles of equality and equity, the notion of global citizenship as the ability to communicate on a cross-cultural level, the changes in demographics worldwide, and the issues that people belonging to cultural minorities have when adapting to new workplace environments. Specifically, the concerns linked to acculturation and assimilation, as well as the probability of miscommunication in the workplace and the resulting conflicts, will be covered.
The HR team will be equipped with the strategies for handling the situations lined to miscommunication, as well as the methods of eliciting information from staff members to shape the present approaches toward HRM. Thus, the HR department will learn how to encourage the development of change in the workplace, at the same time meeting the culture-specific needs of staff members and keeping them highly motivated and invested in the company’s performance, goals, and philosophy (Obeidat et al. 2016). Admittedly, the approach in question has certain disadvantages, the time constraints being the key one. However, the prevailing advantages will help to make the training as efficient as possible.
Table 1. Training at Unilever.
Delivery
One should keep in mind that Unilever has been defaulting on the update in its HRM strategy and especially the policies for managing the needs of staff members from different cultural backgrounds. Therefore, the development of skills for improving the current process of communication, collaboration, and feedback between Unilever and its diverse staff should be regarded as the main objective to be accomplished after the training takes place (Omotayo 2015).
The outcomes of the training are expected to be twofold, with participants having to learn not only the strategies for meeting the culture-specific needs of diverse staff members but also improving the quality of the dialogue within the company, in general (Galpin, Whitttington & Bell 2015).
Communication channels for staff members to provide and receive feedback will have to be improved and monitored constantly, which is one of the crucial responsibilities of HR managers (Aladwan, Bhanugopan & D’Netto 2015). Thus, the latter will have to recognize the described responsibility as such and focus on building employee engagement through a culturally sensitive approach. In addition, the process of learning transfer should be enhanced with the help of simulations and cross-disciplinary training.
Preparing the learners for the program will involve creating an open discussion concerning the problem of cultural sensitivity in the workplace and asking the HR department to share their employee engagement approaches with each other. In the process. Incongruences between the currently adopted model and the advanced strategies are expected to be identified, which will create the need for change. In addition, learners will be provided with a brief layout of the program, including its key stages, the main objectives, and expected outcomes (Gil, Garcia-Alcaraz & Mataveli 2015).
The HR department will have to recognize the necessity to apply culturally sensitive approaches and creating an environment where employees will feel motivated to perform and deliver the best results that they possibly can (Martin et al. 2016). The lectures will be delivered in a lively manner that is expected to encourage dialogue within the group. In addition, tools for managing the group dynamics such as encouraging low contributors to speak and intruding high contributors to the roles of mentors for their less talkative coworkers will be required.
The physical environment of the training will also play a major role in achieving the set results. While webinars will be used to ensure connectivity and prevent the instances in which a staff member is unable to attend the training session, it will also be critical to set a comfortable place in which employees will not object to the idea of being challenged to solve complex HRM-related tasks. Apart from the environment that will be quite spacious, open, and with participants being seated at a single table to reinforce the concept of connectivity, the participants of the training will be provided with refreshments during a lunch break. Thus, one will be able to keep the target setting as friendly as possible, at the same time promoting the idea of innovativeness, critical thinking, and knowledge sharing.
The advantages of the proposed environment include the opportunity for uninhibited and effective communication, as well as lengthy discussions and emotional engagement of the participants. The focus on collaboration that the suggested approach implies is especially important due to the need to prompt the development of corporate values, namely, the principles of diversity, inclusivity, and cultural competence, in HR managers. In addition, the open setting will encourage the development of mutual trust among participants, which will help to make the learning process more effective since the team members will not have to adders internal struggles caused by miscommunication.
Nevertheless, some disadvantages will have to be recognized to prevent instances of misunderstandings. Specifically, for the participants that can be characterized as quite introversive, the specified setting that lacks personal space and involves constant dialogue and collaboration may become quite strenuous. To avoid the development of internal tension in introversive participants, the organizers of the training session will have to introduce frequent coffee breaks, during which the participants may collect their thoughts and have a moment of personal time.
The accessibility of the learning resources, food and drinks, and other essential items that the team members may need will have to be controlled rigidly. For this purpose, a list of key items that will be included in the room layout will be drafted. In addition, the safety of the training participants will be facilitated by assessing the physical risks that they may face in the target setting and minimize these risks by removing potentially harmful elements from it.
Fire awareness will be one of the main issues to be considered during the management of risks in the target environment, with a fire extinguisher being present in the room, and possible fire hazards removed from its environment. In addition, since coffee breaks will be provided, it will be essential to find out whether the participants have any known allergies to avoid including the dishes that may potentially cause it into the menu.
The accessibility of the resources will be managed by providing staff members with a digital copy of all the lectures, training materials, and any other piece of information presented to the team during the training sessions. In addition, the data will be stored in the organization where every HR team member can access the specified information safely and revisit it. Finally, the company will have to consider purchasing digital books required for the course and offering each participant a copy so that they could receive the necessary information whenever they need it. Thus, all participants will be provided with access to the course materials.
Evaluation
Finally, the evaluation stage needs to be discussed as a critical aspect of the training process. Since quantifying the HR managers’ ability to increase the extent of employees’ engagement and motivation, as well as determining the factors that may lead to conflicts, is quite problematic, the evaluation process will have to be multilateral. Specifically, it will assess not only the participants’ ability to utilize the required practice sand strategies but also being able to explain their choice, show a profound understanding of cultural competence as a concept, and showing the ability to be innovative by combining different strategies and producing new ones that are suitable for a particular setting.
Therefore, the assessment of HR managers’ skills in addressing the culture-specific needs of employees will require both a summative test and a short questionnaire that will help them to summarize the key lessons that they will have learned by the end of the training.
In the process of assessment, a model for assessing the participants’ progress will be used. Specifically, Kirkpatrick’s Four Levels, namely, Reaction, Learning, Behavior, and Results, will be utilized to test whether any progress is made (Moreau 2017). The choice of Kirkpatrick’s model is justified by the fact that the learning process will require embracing not only the development of practical skills such as the ability to negotiate and manage conflicts, but also emotional intelligence, cultural competence, and empathy as the main vehicles for HR managers to boost the extent of employees’ loyalty and engagement (Swanepoel & Jonck 2015).
In turn, Kirkpatrick’s model will allow evaluating the extent of change that the participants’ values, viewpoints, and philosophy will undergo during the training. The assessment of behavior change will be particularly telling in the analysis of how well HR managers will be able to address the needs of diverse staff members and appeal to their needs to increase their motivation and willingness to contribute to Unilever’s performance.
The evaluation methods will involve several tests that will help to demonstrate the participants’ general grasp on the subject, as well as a more detailed questionnaire following it. While the test will show whether the participants have learned the critical information provided to them during the training process and learned to apply it to workplace scenarios adequately, the questionnaire will shed light on the changes in their attitudes toward employee empowerment and motivation. Thus, the evaluation will help to determine whether the HR team will be able to perform the required tasks properly and introduce change to Unilever’s organizational environment.
When analyzing the results, it will be crucial to receive two types of outcomes. While the first one is the general score for quantifying the results of the training and determining the participants’ grasp of the theory and the ability to transfer it to practice, the questionnaire will offer qualitative data concerning the change in HR members’ attitudes toward employee empowerment and the corresponding shift in their behaviors. The qualitative information will help to gauge how effectively the culture-specific needs of employees will be met.
Conclusion
Unilever has recently been facing challenges in managing cross-cultural communication and meeting the culture-specific needs of its staff, which may affect the firm’s performance in the future. However, a training course aimed at increasing the HR team’s ability to manage employees’ needs adequately and build rapport with diverse staff members immediately will improve the current situation. With the rise in the extent of employee engagement, motivation, and satisfaction, Unilever will regain its competitive advantage and its position in the global market. As a result, the company will keep its popularity and reputation intact.
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