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Show profile Hide profileWhen I joined Unilever, in 2009 it was through their graduate programme, I was placed in the Human Resources function. During my studies I didn't once think that Human Resources would become my chosen career and passion, but if I reflect it seems that I am more an HR Specialist than any other profession.
During my time at Unilever I have been involved and led numerous activities. I led the Sara Lee Integration at Maydon Wharf (our Soaps Factory), the reorganisation of the Soaps Factory. I facilitated and ensured that effective change management happened (from the very beginning stages of engaging with managers on what they want their teams to look and feel like, to the actual implementation of the idea.) I ensured that our employees were compliant with labour legislation and that our wage negotiations ran without strike time.
At the factory I learnt that being empathetic and understanding, whilst still remaining resilient are traits which are necessary. That process and policy do not always govern a situation and there are more times than not where creativity and being flexible in your approach are appreciated. I learnt how a supply chain operates, from the basic idea of packaging to ensuring that OEEs, ORs and TPM are the backbone for ensuring that an operation runs smoothly.
When I moved from Maydon Wharf to Unilever's head office I moved into the Remuneration Analysts role. This is a complete 180 degree change from any sort of business partnering I have done. It is a specialist role, instead of operating in an umbrella approach I am the expert. I have an in depth knowledge of how benefits, remuneration and strategy are vital to a business. I use market data to ensure that Unilever remains competitive in both remuneration and recognition. Most employers forget that there are 2 sides to reward: remuneration and recognition. I have learnt it is how you balance those carefully that you will see engaged employees.
I am passionate about HR. It is thus trite to say I am passionate about people, but I am. I am well versed; I am self and socially aware enough to understand how my role impacts employees' wellbeing. I am looking into publishing a paper on how the Effect of Change Management within an organisation can change how employees engage. I am trustworthy and honest and above all I remain constantly neutral in serving the business need but protecting the employees. I am a strong performer who takes pride in the work which I deliver.
When I joined Unilever, in 2009 it was through their graduate programme, I was placed in the Human Resources function. During my studies I didn't once think that Human Resources would become my chosen career and passion, but if I reflect it seems that I am more an HR Specialist than any other profession.
During my time at Unilever I have been involved and led numerous activities. I led the Sara Lee Integration at Maydon Wharf (our Soaps Factory), the reorganisation of the Soaps Factory. I facilitated and ensured that effective change management happened (from the very beginning stages of engaging with managers on what they want their teams to look and feel like, to the actual implementation of the idea.) I ensured that our employees were compliant with labour legislation and that our wage negotiations ran without strike time.
At the factory I learnt that being empathetic and understanding, whilst still remaining resilient are traits which are necessary. That process and policy do not always govern a situation and there are more times than not where creativity and being flexible in your approach are appreciated. I learnt how a supply chain operates, from the basic idea of packaging to ensuring that OEEs, ORs and TPM are the backbone for ensuring that an operation runs smoothly.
When I moved from Maydon Wharf to Unilever's head office I moved into the Remuneration Analysts role. This is a complete 180 degree change from any sort of business partnering I have done. It is a specialist role, instead of operating in an umbrella approach I am the expert. I have an in depth knowledge of how benefits, remuneration and strategy are vital to a business. I use market data to ensure that Unilever remains competitive in both remuneration and recognition. Most employers forget that there are 2 sides to reward: remuneration and recognition. I have learnt it is how you balance those carefully that you will see engaged employees.
I am passionate about HR. It is thus trite to say I am passionate about people, but I am. I am well versed; I am self and socially aware enough to understand how my role impacts employees' wellbeing. I am looking into publishing a paper on how the Effect of Change Management within an organisation can change how employees engage. I am trustworthy and honest and above all I remain constantly neutral in serving the business need but protecting the employees. I am a strong performer who takes pride in the work which I deliver.
