Career management

 

In 2008 the Nutreco Human Resources team began introducing new systems and tools to help managers and employees manage employee performance and development. Changes included the implementation of a Nutreco-wide standard software tool, known as P@CT (People and Career Tool), where employees as well as managers can enter information about objectives, training needs, ambitions and availability. P@CT was implemented globally during the first months of 2009, in 29 countries. This followed on from the first roll-out for the top 280 in 2008. By 31 December 2009 there were around 2,500 employees with access to P@CT.

 

Performance management

P@CT was implemented to improve performance management by facilitating the processes for performance planning, mid-year reviews and end-of-year reviews and to make them transparent and consistent across Nutreco businesses. Beyond this, P@CT is facilitating in the management development reviews. P@CT is now available in seven languages including Chinese and Russian. In 2010 the number of employees with access to P@CT will increase in accordance with recommendations from Nutreco managers.

 

End-of-year reviews and performance planning for the following year using P@CT began on 1 December 2009. This is the first time a substantial number of Nutreco employees have undergone these reviews and planning processes in such a consistent and transparent manner. In the reviews, managers discuss the results with their employees and each employee is rated against the agreed objectives and the required competency levels.

 

Management development

In October 2009 Nutreco embarked on the management development process via P@CT. The process combines information on performance management with information on management development, including skills, mobility (willingness to move), training and succession planning. The review began in the operating companies and will be consolidated first in the business units and subsequently at Executive Board level. It will highlight those employees with the greatest potential to contribute to the further development of Nutreco and identify training priorities in Nutreco.

 

During 2009 a new and consistent tool for job evaluation was devised. This is now being used to evaluate jobs across Nutreco. Greater uniformity of job grading will facilitate better international mobility in Nutreco, in support of the management development processes described above.

 

Competence sharing   In October 2009 Skretting Norway was awarded a prize by the Stavanger Chamber of Commerce & Industry for the way it shares its competence and knowledge internally and externally. The jury referred in particular to Skretting’s own exam database used for internal competence activities, to the AquaVision conference and to Skretting’s cooperation with the University of Stavanger.

 

Recruitment, learning & development

An e-recruitment facility was prepared for implementation on the Nutreco website early in 2009. Preparation involved collaboration across Nutreco to accommodate geographical and cultural variations. Implementation was postponed in line with the recruitment freeze and scheduled for implementation in February 2010, beginning with vacancies in the Netherlands. Beyond this, most learning and development activities were put on hold throughout 2009, also as part of the measures implemented by Nutreco in response to the prevailing economic climate. One that did proceed was Expanding Horizons. See facing page.

 

In cooperation with Nutreco Sourcing and Procurement two training programmes were developed: Project Management and Advanced Negotiating. Following the successful completion of the first Project Management programme in 2009 it will now be more widely available in Nutreco. The first Advanced Negotiating programme was scheduled for February 2010. If equally successful it also will be made more widely available.

 

Training for change in Trouw Nutrition International In 2009 Trouw Nutrition International introduced a two-stage training scheme for its commercial teams to match with changes in the way the business approaches its markets. The first wave of training took place in China, the Czech Republic, Hungary, Indonesia, Poland, Russia and Turkey. Trouw Nutrition International is increasing coordination and cooperation between its operating companies around the world, to share best products and practices and a unified approach towards dealer management. Simultaneously it is becoming more customer focused with consultancy complementing the physical products. The two-stage training covers technical and commercial topics. Technical training is provided by the Global Technical Managers of Trouw Nutrition International and covers products and services. It is followed by a commercial training course delivered by an external organisation. This uses and builds on the technical training, making the course directly relevant and interesting for the trainees. Participants completing the course are given a personal development plan.

 

Expanding Horizons Starting in 2008, Nutreco ran a two-year Expanding Horizons development programme for young employees with a strong potential to accelerate their international career in Nutreco. The objective is to broaden international experience, increase understanding of Nutreco and strengthen career mobility while providing visibility and interaction with senior managers. For this first programme eight participants were recruited in the Netherlands. Working in pairs, they tackled four international assignments. Results were delivered at the end of 2009 and exceeded expectations. This confirmed the value of the programme for the participants and for Nutreco. A second programme will begin in 2010 and recruitment will be throughout Europe.   Three of the projects were relevant to Nutreco sustainability. One developed the assessment of progress in implementing Nutrace standards (see pages 39–40). Another examined questions of gender balance in Nutreco. A third explored options to reduce emissions from transport of raw materials and finished goods (see page 32).

 

Read more