Unilever is one of the world’s leading suppliers of fast-moving consumer goods. With a total of 265,000 people worldwide and 90 percent of its managers recruited and trained locally, Unilever is committed to embrace diversity in a working environment where there is mutual trust and respect. The Challenge
The challenge for Unilever is nothing less than making it the ‘ideal employer’. Unilever must overtake some strong competition and offer the best in terms of careers opportunities, personal development and rewards. Strategising Recruitment & Selection
Unilever actively promotes its Unilever Employer Brand (UEB). A strong emphasis and positioning in employee personal development and career opportunities gives Unilever an edge in attracting candidates. Evident in its communication, Unilever is dedicated to help employees plan their careers and achieve goals that are important to them. A browse in their official web site will reveal the interest that Unilever takes in helping people plan their careers. “Interactive personal evaluation toolkit” and “My Competencies” are examples of the career tools offered to assist visitors make the right career choice. Diversity in Hire
Unilever believes that having a diverse group of people who can adapt and grow in response to changing market conditions is key to meeting its business objective of achieving sustainable growth. When selecting candidates, recruiters and hiring managers carefully consider if the candidates will contribute to the diversity of the existing work groups. There is a tendency not to hire likes. The philosophy is to recruit and select outstanding candidates with qualities that complement the existing work groups. Competency-Based Selection
To build an Enterprise Culture and deliver sustainable growth, Unilever engaged the help of external consultants to identify the competencies associated with growth achievement. Integrating key findings from various sources, a ‘competency dictionary’ that is unique to Unilever in achieving its organisational goal of building an ‘Enterprise Culture’ is developed. The ‘dictionary’ provides a framework for growing desired leadership behaviour as well as enables Unilever to select candidates who possess the desired competencies that brings success. Moving Forward
The importance of competency-based selection in Unilever has triggered a series of training programmes for Human Resources and line managers to fully equip them with skills and techniques to conduct competency-based assessment methods such as Behavioural Event Interviews (BEI). Unilever aims to enhance the UEB. Improving communications and making aspirations for its UEB to be clearly understood inside and outside the company are Unilever’s key objectives for the near future.
Citibank, a member of Citigroup, commenced operations in Singapore in 1902. Now a century later, the bank has evolved to a diverse franchise of businesses including the Citigroup Corporate & Investment Bank, Citibank Consumer Bank, The Citigroup Private Bank, Citibank International Personal Bank, Smith Barney Private Client Group and Citigroup Asset Management. With a presence in more than 100 countries, Citigroup is a leader in the financial services sector and a choice partner of corporations, consumers and high net worth individuals. To remain a leading force, Citibank recognizes the importance of excellent recruitment and selection processes. The Challenge
Identifying and hiring the right talent is particularly difficult in Singapore’s competitive financial services sector. This is compounded by the country’s small population which limits the talent pool. Recruitment & Selection Strategy
The bank’s recruitment and selection strategy has always been to attract the best talent by leveraging on its strong brand name, meritocratic practices and the opportunities it offers as a diverse and global...