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    Hindustan Unilever LTD: Meeting Employee Expectations: Section - B Group - 10

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    tanya
    Hindustan Unilever Ltd (HUL) faced three concerns around talent retention, maintaining its reputation as a leader developer ("CEO factory"), and transmitting its core values to new employees. To address talent retention, HUL introduced retention and loyalty bonuses to incentivize employees to stay longer. To continue as a CEO factory, HUL identifies potential leaders early and gives them opportunities to take on roles under mentorship. New employees are exposed to HUL's culture through discussions with top management to help them fit into the company's mission and values.

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    Hindustan Unilever LTD: Meeting Employee Expectations: Section - B Group - 10

    Uploaded by

    tanya
    78 views8 pages
    Hindustan Unilever Ltd (HUL) faced three concerns around talent retention, maintaining its reputation as a leader developer ("CEO factory"), and transmitting its core values to new employees. To address talent retention, HUL introduced retention and loyalty bonuses to incentivize employees to stay longer. To continue as a CEO factory, HUL identifies potential leaders early and gives them opportunities to take on roles under mentorship. New employees are exposed to HUL's culture through discussions with top management to help them fit into the company's mission and values.

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    Hindustan Unilever Ltd (HUL) faced three concerns around talent retention, maintaining its reputation as a leader developer ("CEO factory"), and transmitting its core values to new employees. To address talent retention, HUL introduced retention and loyalty bonuses to incentivize employees to stay longer. To continue as a CEO factory, HUL identifies potential leaders early and gives them opportunities to take on roles under mentorship. New employees are exposed to HUL's culture through discussions with top management to help them fit into the company's mission and values.

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    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    78 views8 pages

    Hindustan Unilever LTD: Meeting Employee Expectations: Section - B Group - 10

    Uploaded by

    tanya
    Hindustan Unilever Ltd (HUL) faced three concerns around talent retention, maintaining its reputation as a leader developer ("CEO factory"), and transmitting its core values to new employees. To address talent retention, HUL introduced retention and loyalty bonuses to incentivize employees to stay longer. To continue as a CEO factory, HUL identifies potential leaders early and gives them opportunities to take on roles under mentorship. New employees are exposed to HUL's culture through discussions with top management to help them fit into the company's mission and values.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 8

    Hindustan Unilever Ltd: Meeting

    Employee Expectations

    Section – B
    Group - 10
    Situational Analysis - HUL
    • Over eight decades, HUL developed as one of the largest organizations in the FMCG sector and created many
    strong brands. Known as the "leadership machine" or the CEO factory of India

    • Ethics are at the heart of the business and looks after the well being of not only its employees, but also their family
    members

    • Between 2001 and 2004, faced increasing competition and price wars due to which they slipped to the fourteenth
    spot in the dream employer list

    • Reanalyzed the needs of the modern employee and found out that they are looking for exciting work, growth
    opportunities, rewards, recognition, work life balance and a congenial work culture

    • Linked compensation with market trends, followed the "70-20-10" rule for employee development and introduced
    the Levers Business Leadership Training Program
    the present scenario
    So what is the problem?
    Despite HUL's success as an employer,
    Leena Nair (the present CHRO of
    HUL had manufactured a turnaround Unilever) had three concerns:
    by 2011: through dedicated HR
    initiatives, it was recrowned "Best
    Employer" by Aon Hewitt. It was one
    of the top companies in the FMCG talent retention
    sector, and one of the most desirable
    workplaces for fresh business school keeping the CEO factory
    graduates across the country. running

    transmission of HUL's core


    values
    Retaining HUL's highly trained and
    polished managerial pool
    HUL invests extensively in the development of its employees, and consequnetly, one of its
    biggest strengths is its managerial pool. For this very reason, HUL is a popular poaching
    ground for managerial talent. Leena Nair must thus put into place measures to prevent this
    from happening.

    Given that HUL has focused extensively on meeting employee expectations, training and
    development programs, and developing a family like work culture, we suggest the
    introduction of monetary incentives.
    Are you ready?

    1 2

    Retention bonus Loyalty Bonus


    A retention bonus component should be A component of loyalty bonus in annual
    introduced. This would entail paying a salary packages would encourage the
    bonus upfront when the employee joins, employees to stay longer. Loyalty bonus
    which would have to be returned if the means providing additional
    employee leaves the organization before compensation proportional to the number
    a stipulated time frame. This incentivizes of years an employee has been a part of
    employees to stay on for a longer period. the organization.

    STOP START
    How should HUL continue its Action Items
    legacy as a CEO factory?
    1 Identify potential candidates for
    leadership positions early on

    2 Give these employees the opportunity to


    HUL is known for turning out take on managerial challenges under the
    exemplary leaders, both in its own mentorship of senior HUL executives.
    organization and beyond. One of the
    central questions now is how to keep Assign the identified managers to roles in
    3
    this talent development machine different HUL units and sites, both rural
    running. and urban.
    How can HUL enable 1 Maintain culture fit as one of the top
    recruits to fit into the priorities in campus placement

    HUL's Mission and interviews and when offering PPOs to


    interns.
    Values?
    Provide the employees greater exposure
    Making recruits and employees believe in 2
    to HUL's culture through dialogue with
    the company's culture and get them to top management. Not only the CEO, but
    align with the mission and value of the other senior executives should be
    firm is one of the hurdles that HUL involved in sessions with young HUL
    management faces. We propose the managers to inculcate organizational
    following steps Nair should take. STOP
    values in them.

    START
    Thank you

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