human resource management at Nike

1. ISHITA KHANN / N SAHITHI /
RAISH ALAM / CHEKURI NAGA HARSHINI
Human
Resource
Management
NIKE

2. ISHITA KHANN / N SAHITHI /
RAISH ALAM / CHEKURI NAGA HARSHINI
Human
Resource
Management
NIKE

3. Nike, Inc is an American multinational association having
headquarters situated near Beaverton, Oregon in the Portland
(USA) and is involved in the design, development, manufacturing
and worldwide marketing and sales of apparel, footwear,
accessories and equipment. Nike is a major producer of sports
equipment and athletic shoes and apparel.
It has employed more than 44,000 people and has a brand
value of $19 billion.
It was found by Bill Bowerman and Phil Knight as Blue-Ribbon
sports and later was named as Nike. Apart from its own brand,
Nike markets its products under Nike Pro, Nike+, Air Jordan as
well as subsidiaries including brands like Jordan, Hurley Int. and
Converse.
MISSION – Nike Inc has the mission to drive product innovation
for athletes everywhere. Countless ideas are tested by the brand
in pursuit of aiding performance, injury risk reduction, enhancing
perception and feel, delivery of innovative products to athletes.
INTRODUCTION

4. WHAT IS HRM
HR (human resource) is defined as the
strategic and effective management of the
most profitable resource – people. The
strategy is carefully planned and is put in
place to ensure success and maximum
results. HRM is the practice of recruiting,
hiring and managing organization’s
employees. HRM involves employee
management and emphasis is on those
employees that are assets of the business.
The HRM practices manage people within a
workplace to achieve the organization’s
mission and reinforce the culture.

5. VALUE OF HRM POLICIES
The role of HR has traditionally been limited to be supportive and
carry out administration functions. But now their role has been
expanded to include following -
1. Legal Compliance - to ensure that the organisation complies
with the legal requirements like employment law, health and
safety etc.
2. Transaction activity - to deal with financial matters and
ensure that the employees get their pay and other benefits
3. Transformation activity - to introduce change that would
enhance the work culture .
Along with all the , the HR also represents the business and
should bring knowledge, skills and experience to the

6. HRM AT NIKE
2. DEEPENING THE BENCH TO REALIZE
POTENTIAL
In building their teams, focus is on
Nike’s future business needs, deepening
the “bench strength” of their talent
through deliberate leader development.
The talent strategy at Nike focuses on
critical assignment planning, manager
accountability for coaching and
mentoring and structured learning via
individual and team-based classroom
learning. The commitment to grow the
potential of their people and building
leadership capability is carried out in
the organization and certain leaders are
accountable for improvement in
performance, potential, diversity,
position and cost of their bench. The HR
function at Nike is investing
1. BUILD AND EMPOWER THE WINNING
TEAM
Nike Inc has unlimited
opportunities to promote profitable
growth and to drive competitive
advantage. The leaders at Nike work
everyday to ensure that Nike
realizes its potential by inspiring
every one of their more than 30,000
employees to make them realize
their potential. Human Resources
professionals at Nike operate as
stewards of the organization
effectiveness, talent and change.
They function to ensure that Nike
has talented, diverse, and

7. HRM AT NIKE
4. NIKE’s APPROACH
In FY08, Nike formed a new global
diversity and HR team focussed on 3
areas -
1. Engaging Employees
2. Providing Business Consultation
3. Developing Innovative Tools, Models
and Designs
In 2009, the Vice president of
Diversity and Inclusion started
reporting directly to the CEO, Nike
instead of the Nike brand president.
They work together with the VP of Human
Resources and ensure that diversity is
considered in all talent decisions.
Across NIKE, Inc., they believe in six
3. CULTURE AT NIKE
Nike Inc’s heritage is deep rooted
in innovation and they believe
that diversity and inclusion are
key levers in continuing
creativity and innovation. More
than 30,000 employees from diverse
backgrounds, perspectives and
skill sets are working at the top
of their game for Nike to reach
its potential
Nike believes in 4 themes that
build a strong business case for
diversity.
• Diversity drives recruitment of the
most dynamic people
• Diversity enriches the creativity

8. Nike’s vision is to create a culture of an open
innovation. For achieving this, the focus is on
3 areas -
● Focus on Fundamentals - the aim is to
cultivate an inclusive culture and inspire
the individuals and teams for finding
connections and intersections that will fuel
business solutions and lead to new
innovation.
● Embracing the Culture Remix - diversity and
inclusion (D&I) are important for amplifying
Nike’s creativity and innovation. Nike
creates environment for open dialogue that
would encourage diverse opinions and a vast
multitude of perspectives.
● External Exchanges - Nike seeks to find and
create unique combination and connections

9. RECRUITMENT PROCESS AT NIKE
Existing Nike employees view the job openings on the
internal web and apply. Then a recruiter handles
these applications. All this happens in stages
mentioned below -
1. Receiving job request from the employing
department followed by a discussion with
central resourcing team.
2. Job requisition is completed and approval sought
if it involves new position of additional
headcount.
3. After this, the job is posted on the system
inviting applications from the internal and
external candidates. A list is produced from the
system and sent to line manager.
Nike has establishes electronic links with external

10. SELECTION PROCESS AT NIKE
Selection process at Nike should be -
● Transparent
● Timely and cost effective
● Equitable
● Free of all the conflict of interest
At Nike,
1. All recruitment will be based on the
decided job description and the
specifications. The recruitment and
selection process should be conducted as
evidence-based process and candidates are
assessed based on the agreed selection
criteria, their knowledge, skills,
experience and qualifications.

11. 2. Shortlisting should be done by two
individuals who are also involved in the
interviewing process.
❖ The interviews are conducted by two people
and the interviews for all the people for
the same post should be done by the same
two people. To promote equality, there
should be a mixture race and gender
composition of people giving interview.
3. Any skill tests related to the job position
should be notified to the candidates in advance
and the evaluation of the skill test should be
in accordance with the job specifications.
4. Interview questions must relate to the job
requirements and also the candidates

12. Strong Human Resource Policies and Benefits
● Strong HR policies and qualified management
are essential for all Nike suppliers to be
compliant with law and code. Nike has
developed tools and guidelines in order to
improve human resource management in their
factories.
● Nike supports its suppliers in developing
predictive, agile, resilient and integrated
Hrm capabilities.
By investing in HR professionals,systems and
process their suppliers can have right
skilled people, with right roles who strive
towards the success of the business.
● The policies that contributed towards the
success of Nike’s lean management approach
are that they develop systems and processes
to collect accurate data and conduct data
analysis.

13. IMPACT OF PLANNED HR
HR planning aids in successful meeting
of goals, access skill sets and cope
with economic, legislative and social
trends that affect the HR in that
sector. Nike keeps sprucing up its
strategies and plans to achieve its
financial and also workplace goals it
dreams to achieves.
When done effectively it also constantly
supports to satisfy the investors and
financial standards set up by the firm.
These strategies are essential for an
overall healthy workplace environment
and highly efficient growth.

14. 3 STEP APPROACH
Nike has been operating on a 3 step
strategy. This strategy has been
implemented since three years. The
strategy being-
1. Be innovative and deliver an
enterprise level of sustainable
solutions.
2. Nike business model’s heart was
integrated with the concept of
sustainability.
3. Mobilize chief constituents
(employees, consumers, civil
society, government) to partner
in scaling solutions.
This approach of Nike has beamed up

15. HRM issues and solutions
Employee compensation - The Nike employed
a minimum wage concept and also at a
point encouraged child labour in
Indonesia. The financial rewards were not
justly given to all the staff. This was
rectified by treating everyone equally
and analysing everyone's work and
rewarding them accordingly which
encourages and motivates them. Merit pay
system develops a productive environment.
Employee motivation - the workers were in
dire lack of motivation. The workers
weren’t treated right by their superiors.
Food and water was also restricted to
them to a great extent. The little money
they received wasn’t enough motivation

16. HRM issues and solutions
Occupational Hazards and Safety - there
were news around Nike about two deaths
due to the lack of medical attention.
This stirred the hazards and perils in
the workspace. This brought awareness and
appropriate hardware and guidelines were
installed in the respective areas. The
wellbeing and health was promoted by this
practice.
Quality of work life - Workers questioned
assessed the quality of work life as low,
arguing that there is no safe and healthy
environment, no growth and security, no
social integration, and in general, there
is too little life space. The adhesive
has a bad odour, adheres to your skin and
clothes, and pain relievers are becoming
a problem. Nike has implemented
initiatives to increase the quality of

17. Reasons behind Success
Nike made an effort by reaching out to
their employees as soon as an incident
occurred and attempting to fix when
errors were discovered. Implementing an
HRMIS and considering the power of change
can also help to improve things further.
The organisations that adapt the best at
harnessing global talent to reinvent
themselves, their sectors, and create
better jobs for everyone will be the
winners of the future.
The hrm practices of Nike include
technical and strategic functions.The
technical function deals with the
recruitment, training ans selection of
the workers

18. ISHITA KHANN / N SAHITHI /
RAISH ALAM / CHEKURI NAGA
HARSHINI
Human
Resource
Management
NIKE
THANK
YOU