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| dc.contributor.author | Chowdhury, Mostofa Rafid | |
| dc.date.accessioned | 2023-02-03T08:14:13Z | |
| dc.date.available | 2023-02-03T08:14:13Z | |
| dc.date.issued | 2022-05-30 | |
| dc.identifier.citation | 1. "Initially". Unilever. Documented from the first on 18 December 2021. Recovered 15 February 2022. 2. "Our way to deal with manageability". Unilever. Documented from the first on 2 April 2014. Recovered 21 March 2015. 3. "Governance of Unilever - 1 January 2012" (PDF). Unilever. Documented from the first (PDF) on 30 October 2012. Recovered 9 April 2012. 4. "Top-Rated Workplaces: Best in the Private Sector - Indeed Blog". To be sure Blog. 22 October 2018. Documented from the first on 27 September 2020. Recovered 25 October 2018. 5. "Unification of Unilever's Corporate Structure - Court Approval" (PDF). Unilever. Documented (PDF) from the first on 14 December 2020. Recovered 29 November 2020. 6. "Our Brands". upfield.com. Documented from the first on 30 August 2018. Recovered 28 August 2018 7. "Reasonable Living Plan". Unilever. 2014. Chronicled from the first on 31 December 2014. Recovered 1 January 2015. 8. Brand with Purpose grow: https://www.unilever.com/news/news-search/2019/brands-withreason develop and-here-is-the-confirmation/ 9. Future fit strategy: https://www.unilever.com/planet-and-society/future-of-work/giving abilities to life 10. Disruptive Survival in production: https://www.unilever.com/news/news search/2020/nineways-we-are-production Unilever-a-more-orientation adjusted business 11. Top of the line Workplaces: Best in the Private Sector - Indeed Blog". For sure Blog. 22 October 2018. Filed from the first on 27 September 2020. Recovered 25 October 2018. 12. Greg Thain; John Bradley (11 July 2014). FMCG: The Power of Fast-Moving Consumer Goods. First Edition Design Pub. p. 426. ISBN 978-1-62287-647-1. Filed from the first on 19 March 2015. Recovered 18 May 2016. 46 13. Jones, Geoffrey (9 December 2002). "Unilever-A Case Study". Working Knowledge. Harvard Business School. Filed from the first on 31 October 2020. Recovered 10 February 2020 14. Jones, Geoffrey (2005). Re-establishing Unilever: Transition and Disruption. Oxford University Press. p. 362. ISBN 978-0-19-160842-1. Chronicled from the first on 19 March 2015. Recovered 18 May 2016. 15. "Coronavirus: Unilever offers over €100m". New Straits Times. 27 March 2020. Documented from the first on 9 August 2020. Recovered 2 April 2020. 16. Moral Corporation (January 2005). Bean Wars. Recovered 20 July 2008. 17. "Unilever becomes Bangladesh Cricket crew's support". The Daily Star. 6 September 2018. Filed from the first on 1 April 2019. Recovered 27 May 2019. 18. Brand with Purpose grow: https://www.unilever.com/news/news-search/2019/brands-withreason develop and-here-is-the-confirmation/ | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/1689 | |
| dc.description | Supervised by Ms. Naznin Akther Assistant Professor, Department of Business and Technology Management, Islamic University of Technology (IUT), Board Bazar, Gazipur-1704. Bangladesh. This report is submitted in partial fulfillment of the requirements for the degree of Bachelor of Science in Business and Technology Management, 2022. | en_US |
| dc.description.abstract | Equity, diversity and inclusion – these 3 words have become an integral part of everyday business at Unilever. The organization lives and breathes the goal of building an equitable society that is filled with diversity and ensures inclusivity. While becoming a beacon and pioneer of these 3 phenomena, Unilever wants to start by building themselves as an equitable workplace where equity implies treating everyone fairly and providing equal access to opportunities, information, and resources, so that everyone can thrive in truly inclusive societies. Generally, in the context of Bangladesh talent acquisition strategy for any organization is imbalanced, especially seen in the frontline departments of the FMCG sector. This report summarizes the attempt of Unilever through an employer branding strategy that brings forward inspiring stories of exemplary undergraduate students through facilitating the talent pipeline to encourage more participation of students in leadership roles and thus, creating leaders of the future. This report provides a detailed analysis on how Unilever relies upon massive number of international and regional channels; digital, physical to ensure maximum engagement and eyeball to our employee value proposition. As part of their latest communication strategy, Unilever Bangladesh Limited leverage their focuses on highlighting 4 key areas as their strengths. As part of facilitating the talent pipeline for Unilever Bangladesh Limited, my internship project was landing the 12th edition of BizMaestros under the newly adopted hybrid modality. BizMaestros is a key avenue to increase our engagement and increases our attractiveness of our employer brand among the students, differentiate ourselves from our competitors and become Employer of Choice and Dream Employer. A detailed analysis has been conducted as to how BizMaestros provides an experiential learning experience to the students across campuses of the country and how this flagship program is supporting Unilever on its mission to upskill the youth of this country by 2030. | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | Department of Business and Technology Management(BTM), Islamic University of Technology(IUT), Board Bazar, Gazipur-1704, Bangladesh | en_US |
| dc.subject | Talent pipeline, Employer Brand, Human Resources Management. | en_US |
| dc.title | Facilitating the talent pipeline - a practical experience from Unilever Bangladesh Limited | en_US |
| dc.type | Technical Report | en_US |
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