Employment branding key to
recruitment and retention
Associates
Employees are amongst a company's most
valuable resource. In 1999, Ahold remained
committed to creating a fair workplace
where associates are treated with dignity
and respect, free from discrimination and
harassment. Adequate job safety, satisfaction
and personal development at all levels are
key to this commitment. Ahold's competitive
terms and compelling offers boosted its
reputation as the employer of choice for
many talented job applicants.
A cornerstone of company policy is concern
for the individual. Ahold operating com
panies and joint ventures strive to ensure
equal employment irrespective of race,
gender, religion, national, social or ethnic
origin, age, sexual orientation, political
opinion and physical or mental disability.
Ahold maintains a standard position of
zero-tolerance for discriminatory practise
and deals firmly with any transgressions.
Management and associates must operate
with integrity and high ethical standards
in all areas of the business. The right of
employees to freedom of association is
recognized and respected.
Ahold invests considerable time and
effort in attracting a diverse group of
individuals to the company. Once recruited,
associates are offered training and edu
cation, mostly on the job, to accelerate
their development. A broad range of
in-house and external training, including
peer coaching, is available. Education is
necessary to keep each function in step
with ongoing change and new trends
impacting the business. By year-end,
over 20% of the 308,793 associates
worldwide (including part-timers) had
attended refresher courses or internal
workshops to sharpen existing skills,
master new working methods or improve
their ability in specific areas of retail
know-how. Associates at all levels are
encouraged to realize personal goals
(provided they are within the framework
of company objectives) to take initiative,
to be entrepreneurial and pro-active in
pursuing business goals.
Diversity initiatives
Ongoing diversity initiatives positively
impacted on all staff levels, including
middle management and the top echelons
of Ahold operating companies.
Orchestrated efforts in the United States
and other countries have resulted in more
people from minority groups gaining higher
positions with greater responsibility and
particular attention is given to their devel
opment. A customized diversity initiative,
sponsored by corporate management and
in its fourth year of operation, is making
considerable headway. More store managers
and executives are now from historically
under-represented groups, including women
and employees of African-American and
Hispanic background. In other Ahold trade
areas, diversity initiatives also reflect
Ahold's policy of offering the same oppor
tunities to all associates.
Employment branding and retention
Coupled with Ahold's mission to become
the best and most successful food
provider in the world, is employment
branding: the need to recruit, develop
and retain dedicated professionals at all
levels. In 1999, Ahold developed a number
of key principles aimed at building a
competitive advantage in the labor market
by bringing the best and most compelling
employment offers to associates. These
offers will be differentiated and increas
ingly tailor-made, in line with the
perceived shift in market power from
employer to employee, both current
and potential. The offers will consist of
a stimulating working environment in a
Cobreros
Royal Ahold Annual Report 1999
