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Unilever’s People Hub LATAM: driving Operational Excellence & Employee Experience
Mapping, redesigning, and documenting HR processes across 20 countries to enhance efficiency, reduce costs, and improve employee experience through the creation of LATAM People Hub
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Through the creation of LATAM People Hubs, Unilever achieved significant operational efficiencies by standardizing and automating HR processes across 20 countries. The initiative reduced lead times, minimized human errors, and enhanced employee experience while ensuring seamless transition from external providers. By implementing lean principles and detailed process documentation, the company optimized costs, improved process stability, and strengthened its HR service delivery model.
Context
Unilever’s HR operations across Latin America were historically managed by a global external provider, handling critical People processes for over 20 countries. While this model ensured a level of consistency, it also presented challenges such as high dependency on third-party services, increased operational costs, and limited flexibility to adapt processes to local needs. As the company aimed to enhance efficiency, reduce costs, and strengthen its employee experience, Unilever made a strategic decision to internalize these HR operations. The goal was to establish regional People Hubs that would centralize and optimize HR processes while maintaining high service quality across diverse markets.
The challenge
The transition from an outsourced HR service model to an internal People Hub required a comprehensive transformation of processes, systems, and workflows. Unilever needed to map, redesign, and document all existing HR procedures to ensure a seamless transition without operational disruptions. Standardizing processes across multiple countries, each with unique labor regulations and business practices, posed an additional challenge. The company also had to mitigate risks associated with the transition, such as potential service gaps and efficiency losses. Successfully building and scaling these People Hubs demanded a meticulous approach, balancing automation, lean methodologies, and knowledge transfer to internal teams while maintaining business continuity.
Our solution
End-to-End Process Mapping & Analysis
Process Redesign & Standardization with Lean Principles
Designed the future-state HR processes ("TO BE") focusing on efficiency, automation potential, and standardization. Applied Lean Office methodologies to streamline workflows, reduce redundancies, and enhance service delivery within the new People Hubs.
Knowledge Transfer, Documentation & Training
Methodology used
The project was guided by Business Process Management (BPM) principles to ensure a structured and efficient transition, enabling end-to-end process optimization. Lean methodologies were applied to eliminate inefficiencies, standardize workflows, and reduce variability across 20+ countries. By integrating BPM’s systematic approach with Lean’s focus on continuous improvement, the initiative enhanced process efficiency, minimized errors, and delivered a more agile and cost-effective HR service model.
Achieved results
Reduction of manual erros
Lead time reduction
Employee satisfaction increase
Cost reduction moving from external provider to internal operations
Through a bold strategic move, Unilever successfully transitioned its HR operations from a global provider to an internally managed People Hub, ensuring efficiency, stability, and cost optimization across 20+ countries. By leveraging Business Process Management and Lean methodologies, the company not only standardized and automated key processes but also enhanced service quality and employee experience. The seamless execution of this transformation solidified Unilever’s ability to operate autonomously, proving the success of a well-planned and expertly executed internalization strategy.
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