The Nestlé Human Resources Policy
4
Learning is part of the Company culture.
Employees at all levels are systematically
encouraged to consider how they upgrade their
knowledge and skills.
The Company determines training and deve-
lopment priorities. The responsibility for turning
these into actions is shared between employees,
line managers and the Human Resources.
Experience and on-the-job training are the
primary source of learning. Managers are
responsible for guiding and coaching employees
to succeed in their current positions.
Nestlé employees understand the importance
of continuous improvement, as well as sharing
knowledge and ideas freely with others. Practices
such as lateral professional development,
extension of responsibilities, and cross functional
teams are encouraged to acquire additional skills,
enrich job content and widen accountability.
Nestlé also offers a comprehensive range of
training activities and methodologies to support
everyone’s learning and growth. Attending
a programme should never be considered
as a reward but as a component of on-going
development.
Additionally, corporate leadership programmes
help us develop and retain the best-qualified
management. Leaders have the opportunity
to attend either international training courses
at Rive-Reine, which build integrated business
understanding and solidify and reinforce Nestlé
values and principles, or programmes conducted
by our strategic learning partners.
Training and learning
At Nestlé, a high performance culture supported by
differentiated rewards and development is key to
the delivery of individual and business objectives.
This is driven by the alignment of clear and chal-
lenging responsibilities and ensuring that employ-
ees are aware of how their work impacts Nestlé.
The line manager and employee work together
to ensure that challenging objectives are set and
effectively evaluated throughout the year. This
further enables managers to acknowledge high
performance and reward employees accordingly,
while ensuring low performance is properly
managed with integrity.
Employees receive regular feedback on their
performance and career aspirations through
a variety of tools and processes such as the
Performance Evaluation process (PE), the
Progress and Development Guide (PDG) and
360° assessments. Each manager dedicates the
necessary time to the monitoring of objectives and
regular coaching of employees through the year.
Each employee, supported by the line manager,
is in charge of her or his own professional
development, whereby the employee is
encouraged to express career objectives and
expectations in an open dialogue. We aim to retain
and motivate employees by offering attractive but
realistic career moves allowing them to develop
their skills in the long-term.
Given the importance Nestlé puts on cultural
diversity, employees who are interested in inter-
national assignments can be given the opportunity
to work in different countries. The international
dimension of the Group is used as a competitive
advantage to retain and develop talented people.
At Nestlé, promotions are based on sustained
performance from a results and behaviour
standpoint, as well as future potential. The
Company undertakes an active and rigorous
succession planning process at all levels of the
organisation to ensure that there is a strong
pipeline of successors ready to meet future needs.
We are committed to ensuring sustainable
conditions for a gender balanced and diverse
company. As such, Nestlé has focused on remo-
ving barriers to career progression for women
and men by developing a more flexible work
environment, initiating mentoring schemes,
having flexible career paths and providing dual
career support.
HR management provides the support for
implementing the necessary tools, and partners
with line managers to prepare the resources
necessary for the continued development of
people and the Company.
Corporate policy:
Expatriation Policy
Talent, development
and performance management