Manual Recruitment Process
Inefficiency in Administration
Distribution Sales Representatives (DSR) Management
Lack of Automation
Employee Induction and Evaluation
Training and Evaluation
Data Integration Challenges
Communication and Accountability
Reporting and Analysis
Manual Recruitment Process
Unilever Pakistan was dealing with a manual recruitment process. This meant that every step, from requesting a new hire to evaluating CVs, conducting interviews, and selecting candidates, was done using paper-based or disconnected systems. This manual process was time-consuming and prone to errors.
Inefficiency in Administration
The manual recruitment process also led to administrative inefficiencies. HR teams had to spend a significant amount of time and effort on paperwork, tracking candidate progress, and coordinating with hiring managers.
Distribution Sales Representatives (DSR) Management
Managing DSRs is a complex task in the FMCG industry. The previous methods for DSR management were not integrated into a unified system, leading to challenges in tracking their performance, training, and development.
Lack of Automation
The absence of automation in the hiring process resulted in delays and a lack of real-time visibility into recruitment progress. This hindered Unilever’s ability to respond quickly to market demands or changing workforce needs.
Employee Induction and Evaluation
Managing employee induction and evaluating employees’ performance was a cumbersome process. The lack of a streamlined system made it difficult to ensure that new employees received proper training and support.
Training and Evaluation
The organization lacked an efficient system for providing training to new employees and assessing their progress. This hindered the development of employee skills and capabilities.
Data Integration Challenges
Unilever wanted to integrate the new solution with their existing data source, ULTRA. Data integration can often be challenging, and ensuring seamless integration was crucial for a unified view of employee information.
Communication and Accountability
There was a need for better communication and accountability in the training and development process. Managers needed more visibility into employee training progress to ensure everyone was on track.
Reporting and Analysis
Generating meaningful reports and analyzing employee performance and training data was a cumbersome and time-consuming task. This made it difficult for the organization to make data-driven decisions.