Nucor Rochelle India Pvt.

Ltd
Here is the story of Mr.Vaibhav, president of a Norwegian globally diversified organization
Nucor Rochelle India Pvt. Ltd. since the last four years, Vaibhav has worked as a lead NRIL
in converging the technology and creating solutions, which has resulted in a recovery of the
company's 36% revenue dip in 2009-10 and 2006-07. This year, the corporate saw a growth of
14% in compound revenue. The corporate has implemented a leadership and talent strategy
approach, which is promising but observing it from a long-term perspective, some changes are
needed. At the time Vaibhav had joined the corporate back in 2009, it grew at a slow pace per
the GDP, which he also called a" Hindu growth."
However, since he joined, he had changed the company's philosophy, which is now mostly
based on innovation, profitability, relevance to society, and sustainability. He also changed the
business model from selling manufactured goods to selling solutions to the customer. However,
there was little to no interaction between leaders located in numerous units to assist the method
of innovation and share ideas and experiences. Example, the Rudrapur plant and Sangli plant
managers never really interacted even though they manufactured identical or similar products.
This fact needed to vary as interaction was the very element which sparked creativity and hence
an increased consumer base. The first step that was taken to solve the hurdle was to place
complementary technologies in the same silos, which might increase the interaction between
two departments. apart from that, salespersons were asked to appear for sales not just for all of
their products and repair rather than only one which might induce cross-selling. A severe
change was also brought within the HR department, earlier each entity of Nucor Rochelle
wanted to have their HR department, now a unified HR function was introduced. Meanwhile,
the patron centric approach was started showing its ends up in a year when NRIL successfully
created an AC which may be installed in rooms instead of having a centralized temperature
system which was price effective and secure option for consumers, which proves that slowly
NRIL was becoming a pacesetter in its own league.
And to further improve the expansion and its motto of innovation and convergence, Vaibhav
and Das focused on making a corporation which nurtures and develops new talents at every
level which included proper workforce management, growing leaders where talents are
recognized by interviews, and an employee development plan where employees created
individual learning assignments for the year. Also, they partnered with various leading global
executive development organizations to boost the talent factor within the NRIL. A
comprehensive reward strategy was also implemented to motivate employees. Work-Life
balance was also the factor that was touched upon because the part of employee performance
enhancement, the programs like agile timings, take-off Tuesday, or Wednesday or work on
weekends were made available to the staff. Healthcare was provided as a form of check-up,
and events like salsa was organised to bring the fun at the workplace. Which helped breakdown
the monotony at the workplace and produce a sense of camaraderie among employees. As an
outcome of all these innovations, solutions and employee productivity was at its peak. But, the
question of sustainability lingered in their minds long after.

Khumujam Jenish Singh

PGP11027