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    Meeting Employee Expectations: Hul Case Study

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    abarnakalyani
    HUL was ranked among the top companies for leaders but fell in rankings between 2001-2004 due to intense competition. To address increasing attrition, HUL identified changing employee expectations and applied measures like training, mentorship, better work-life balance and communication. Key concerns were talent retention and maintaining its image as a leadership factory. Recommendations included cross-functional opportunities to avoid monotony, engage employees, and ensure growth. Periodical career mapping and feedback on policies would also help maintain the status quo.

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    Meeting Employee Expectations: Hul Case Study

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    abarnakalyani
    44 views6 pages
    HUL was ranked among the top companies for leaders but fell in rankings between 2001-2004 due to intense competition. To address increasing attrition, HUL identified changing employee expectations and applied measures like training, mentorship, better work-life balance and communication. Key concerns were talent retention and maintaining its image as a leadership factory. Recommendations included cross-functional opportunities to avoid monotony, engage employees, and ensure growth. Periodical career mapping and feedback on policies would also help maintain the status quo.

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    HUL

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    SectionB_Group3_HUL

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    HUL was ranked among the top companies for leaders but fell in rankings between 2001-2004 due to intense competition. To address increasing attrition, HUL identified changing employee expectations and applied measures like training, mentorship, better work-life balance and communication. Key concerns were talent retention and maintaining its image as a leadership factory. Recommendations included cross-functional opportunities to avoid monotony, engage employees, and ensure growth. Periodical career mapping and feedback on policies would also help maintain the status quo.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    44 views6 pages

    Meeting Employee Expectations: Hul Case Study

    Uploaded by

    abarnakalyani
    HUL was ranked among the top companies for leaders but fell in rankings between 2001-2004 due to intense competition. To address increasing attrition, HUL identified changing employee expectations and applied measures like training, mentorship, better work-life balance and communication. Key concerns were talent retention and maintaining its image as a leadership factory. Recommendations included cross-functional opportunities to avoid monotony, engage employees, and ensure growth. Periodical career mapping and feedback on policies would also help maintain the status quo.

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    MEETING

    EMPLOYEE
    EXPECTATIONS
    HUL CASE STUDY
    SECTION B – GROUP 3
    ABARNA KALYANI – H21062
    AMAN GARG – H21066
    SHESHNA SEKHRI – H21111
    SURAJ SINGH KUSHWAH – H21116
    VENKATESH KONNUR – H21121
    SITUATION ANALYSIS
    “LEADERSHIP MACHINE”
    Ranked among top 4
    Between 2001 & 2004,
    companies in the list of
    intense competition &
    Global Top Companies for
    price wars -> single digit
    Leaders, 1st in Asia Pacific
    growth -> increased
    & India
    attrition rate
    Biggest player of the FMCG
    market
    In 2007, fell to 14th in the
    2011-2012, more that
    Dream Employer category
    16000 employees

    Shifting demographic
    profiles of employees &
    Employee Centric, even changing expectations that
    focusing on family’s health every top business school
    Ethically sound policy student has
    More Global
    opportunities Identifies them & applied
    provided measures such as Training
    & Learning, Mentorship,
    Corporate Social emphasis on better work
    Responsibility life balance, better
    Initiatives communication

    2
    KEY CONCERNS

    Talent Retention and Maintain the image


    Increasing Attrition of Leadership Factory

    Facing the issue of Meet the employee


    poaching & shortage of expectations & maintain its
    skilled manpower position as a Dream
    Employer

    3
    RECOMMENDATIONS

    CROSS-FUNCTIONAL
    OPPORTUNITIES
    Training and development programs
    Provide cross-functional and cross-
    for employees at regular intervals to
    departmental roles to
    • Make them future ready
    • Avoid job monotony
    • Ensure sense of job satisfaction
    • Keep employees engaged and
    content • Maintain growth mindset
    • Ensure career growth opportunities
    CAREER DEVELOPMENT
    PROGRAMS

    4
    RECOMMENDATIONS

    PERIODICAL CAREER MAPPING

    • Maintain employee hiring,


    • Ongoing career development onboarding, and development
    dialogues with the higher policies
    management
    • Feedback on company policies at
    • Continuous 360 degree feedback on regular intervals to assess
    job performance and overall effectiveness and relevance
    development
    • Charting out short term and long
    term career plans MAINTAIN STATUS QUO

    5
    “AS LEADERS, WE NEED TO FOCUS ON
    DIGITIZATION, BUT AT THE SAME TIME,
    WE NEED TO BECOME MORE HUMAN”
    - LEENA NAIR

    THANK YOU

    Source

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