Training is a never‐ending process at Nestlé: Company relies heavily on its own people rather than professional instructors

How does a company like Nestlé – the world’s largest food and beverage business with around 250,000 people employed in some 500 factories and offices across the globe – provide the targeted, consistent and continuous training and development needed to ensure that it maintains its market position globally, and continues to move forward? The challenge for human‐resource specialists in such an organization is not only in the geographically dispersed nature of the workforce, but also their different languages and cultures and, on an individual level, widely differing learning needs and styles.