INTERNAL

ASSESSMENT
STRATEGIC HUMAN RESOURCE MANAGEMENT
PAPER CODE: MCEC06

SEMESTER-3










Name - Navya Bagga
Tutorial Group - HM
Roll Number - 19241774062



HINDUSTAN UNILEVER LIMITED

COMPANY PROFILE

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods
company with a heritage of over 80 years in India. It is headquartered in Mumbai,
India. It is the Indian subsidiary of Unilever Public limited company. HUL was
established in 1933 as Lever Brothers and following merger of constituent groups
in 1956 was renamed as Hindustan Lever Limited. The company was renamed in
June 2007 as "Hindustan Unilever Limited”. HUL works to create a better future
every day and helps people feel good, look good and get more out of life with
brands and services that are good for them and good for others. The growth
process of HUL has been accompanied by judicious diversification, always in line
with Indian opinions and aspirations. With over 35 brands spanning 20 distinct
categories such as soaps, detergents, shampoos, skin care, toothpastes,
deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water
purifiers, the Company is apart of the everyday life of millions of consumers
across India. Its portfolio includes leading household brands. The company has
always focused on innovative product offerings and adapting itself to the market
changes, which has helped it maintain its market leadership. Working at HUL
gives you an opportunity to work on iconic brands with one of the best set of
talent in the country and take on challenging business assignments and make a
positive social impact. As the preferred employer of choice in the country, HUL is
known as the leadership factory with an inclusive work culture firmly rooted by
Unilever values of integrity, respect, pioneering and responsibility.














TRAINING & DEVELOPMENT
After selection procedure that HUL conducts, training is considered as a real task
for them. Training is given individually and on the job. HUL has found from
experience that young intelligent trainees do not like to spend months in
circulating around the various departments of the Company watching how others
do their jobs; instead they like to get down to a job themselves and because of
this HUL’s training programme is now job-oriented. Also, this is considered as the
best way of judging their performance and potential at an early stage. After a very
quick familiarisation programme lasting about only four weeks in a division, they
are put to work in it.

Training Procedure Followed

The marketing department takes in the largest number of trainees. The trainees
will go into the field and work under a salesman for a month, after which he will
work independently as a salesman for three to four months. He then works under
a sales supervisor for a month and then independently as a supervisor for another
three months or so. By they have a good enough knowledge to work in the field.
After this spell of about nine months in the field he would work in a junior
management capacity where he learns to deal with the field work from the office
end. After some months of this he is seconded to a sales manager and helps him
run an area. At the end of one and half years of all this training he is given his first
managerial responsibility and appointed an Area Sales Manager. From then on he
will go as far as he deserves.

All through while training seniors devote a good deal of their time and attention
to the progress of trainee. The Board also constantly receives reports on his
progress. The progress reports are discussed in detail in a committee of the Vice
Chairman, his own Director and the Personnel Director. After the training is
finished, a recommendation will be put up for confirming the trainee in the
covenanted grade of management; and the Chairman will usually personally hand
him the covenant. The employee is from then on the Company's most valued
investment.

Ongoing process at HUL

However, training and development never really stops in HUL. They have
designed their own courses, principally to give the managers a broader picture of
their operations and its environments and to sharpen the managerial skills. These
courses are always residential and there they meet men and women from other
side of business. The courses can be general or functional as in marketing,
finance, operations and management etc. They also send their managers to
pursue courses, attend seminar and conferences held outside the company to
provide the stimulus of meeting people from other organizations and particularly
from Government and its undertakings. HUL sends them to Administrative Staff
College at Hyderabad, the new Institute of Management of Calcutta and
Ahmedabad the regional and the All India Management Association of, the
National Productivity Council and to other more strictly functional courses.

Unilever's training and development facilities in United Kingdom and its specialist
courses in Australia and America are also open to employees of HUL in India.
Employees have also got a chance to visit Henley and Harvard. Moreover,
provision is also made to send a few employees every year to the United Kingdom
for specialised training with Unilever companies in that country and on the
Continent.

Judicious Control
The training is carefully planned regarding its content and timing and forms an
integral part of the growth of a manager. It has to be judiciously controlled
though, to stop it from becoming a fad. Each name for outside training is
examined carefully by the Board and each manager is made to realise that he can
get out of a course only in proportion to what he himself puts in. A very useful
aspect of training is the encouragement that HUL gives to it their managers to
accept various extra responsibilities. HUL believes that in a developing economy,
it is natural that demands should be made on HUL’s managers by government
and other organisations and thus HUL should make contributions in the fields in
which they have special knowledge or experience. They are, therefore, always
prepared to help as long as the demands made on them are consistent with the
priorities and requirements of HUL’s own business. Moreover, they also believe
that this kind of assistance is of mutual advantage and in the ultimate analysis
also adds to the knowledge and experience of their managers. Hence, Training is


an integral component of HUL’s strategic human resource management

practices.

Training opportunities through campus engagement

HUL provides training to post graduates looking for on-job training or a student
looking for a hands-on internship in order to build leaders of tomorrow. The
training programmes are as follows-

Unilever Future Leaders Programme

HUL’s Future Leaders Programme aims at igniting the leader within. This unique
program is designed to develop management trainees by providing challenging
and purposeful opportunities that accelerate their readiness to take on business
leadership roles. The program encompasses rotations across functions in an
accelerated learning environment. This includes a robust support system, formal
training and development inputs through leadership connect.

Features of HUL’s Future Leaders Programme:

• 15 months/18 months programme for students from a select set of top business
schools and graduate institutes
• Exposure through cross functional stints e.g. sales, brands, factory, expertise
teams, rural and international stints
• A robust learning support system with a buddy, tutor and a coach assigned to
every trainee

Unilever Leadership Internship Programme

HUL’s internship programme is all about building your leadership skills and
getting to know us and the business inside out. Internship trainee gets an
opportunity to upskill themselves and bring out the best in them while making a
difference to the organization. The internship helps to gain a rewarding
experience of lifetime.

Features of HUL’s Leadership Internship Programme:

• 2 months assignment for students from a select set of top business schools and
graduate institutes


• Real-life projects with holistic business exposure
• A robust learning support system with a buddy, tutor and a coach assigned to
every intern

Executive Trainee Programme

Executive Trainee Program is designed to groom young talent from identified
campuses across India. The program provides focussed training and capability
building in shaping careers at early stages to take charge of entry level roles
across different functions. Trainees are provided robust exposure across different
parts of the function they join with an objective to build overall business acumen
and a strong network across the organization.

Features of HUL’s Executive Trainee Program:

• 9 months program for students from identified set of business schools and
graduate institutes
• Exposure through a variety of stints in 6 months followed by 3 months of ‘sub-
charge’ to get inducted and be full ready for the first role
• A robust learning support system with a buddy, tutor, and a coach assigned to
every trainee.



















WORKFORCE DIVERSITY

HUL believes in a diverse and inclusive workforce that can boost financial
performance, reputation, innovation and staff motivation – and bring them closer
to their consumers. By empowering women in their workplaces and value chain,
for example, they contribute to SDG 5 on Gender Equality. They also contribute
to the Goals on Education and Economic Growth by engaging and empowering
their consumers, 70% of whom are women.

By focusing on women's empowerment and disability and LGBT+ inclusion, HUL

is making sure that they draw on the best talent, and giving people the freedom
to flourish. It’s a vital element in HUL’s drive to be an agile, inclusive business that
has the skills and resilience to unlock growth. Since 2009, HUL has been
committed to building a gender-balanced organisation. They set a clear ambition
to have 50% women in management positions by 2020 as part of Unilever
Sustainable Living Plan and by the end of 2019, 51% (50.7%) of their managers
were women.


HUL’s diversity & inclusion strategy
HUL has a broad strategy for diversity and inclusion, which includes three key
points of focus:

• improving the representation of women in management, with a goal of gender

balance
• enabling the inclusion of disabled employees and lesbian, gay, bisexual and
transgender (LGBT+) employees
• challenging harmful social norms and stereotypes in the workplaces and beyond.

Code of Business Principles & Policies

HUL’s Code of Business Principles states that they are committed to a working
environment that promotes diversity and equal opportunity and where there is
mutual trust, respect for human rights and no discrimination. They recruit,
employ and promote employees on the sole basis of the qualifications and
abilities needed for the work to be performed.

The Code is supported by 24 mandatory Code Policies that define the ethical
behaviour employees must demonstrate when working in their business. HUL’s
Respect, Dignity and Fair Treatment Code Policy sets out what their employees
must do to ensure that all their workplaces maintain HUL’s commitment to
diversity.

For example, Unilever employees must:

• respect the dignity and human rights of colleagues and all others they come into
contact with as part of their jobs.
• treat everyone fairly and equally, without discrimination on the grounds of race,
age, role, gender, gender identity, colour, religion, country of origin, sexual
orientation, marital status, dependants, disability, social class or political views.
This includes consideration for recruitment, redundancy, promotion, reward and
benefits, training or retirement which must be based on merit.

Employees must not:

• engage in any direct behaviour that is offensive, intimidating, malicious or

insulting. This includes any form of sexual or other harassment or bullying,


whether individual or collective and whether motivated by race, age, role,
gender, gender identity, colour, religion, country of origin, sexual orientation,
marital status, dependants, disability, social class or political views
• associate HUL’s products or services with – or feature within any Unilever
marketing themes, figures or images likely to cause serious or widespread offence
to any religion, nationality, culture, gender, race, sexual orientation, age,
disability or minority group.

At the end of 2019, 36% of total workforce of 150,000 people was female. And
51% (50.7%) of HUL’s managers were women, up from 38% in 2010. HUL wants
to ensure that the representation of women at the most senior levels in HUL’s
business keeps increasing. Sustained leadership accountability and awareness
building, clear targets and measurement, programmes to recruit, retain and
develop female talent, internal and external communications and engagement,
and their network of Diversity and Inclusion Champions are all part of overall
approach. Despite their 2019 progress at management level, HUL believes that
still have more to do to ensure a balanced representation of women.

Removing barriers for mothers

HUL introduced the Global Maternal Well-being Standard in 2017 and rolled it
out to every country in which they operate by the end of 2018.The Standard
gives returning mothers access to facilities that allow them to nurse their baby
and to have all the flexibility they need to return to the workplace. Among other
measures, it entitles all employees to 16 weeks of paid maternity leave as a
minimum. Although the previous entitlements already met local regulatory
requirements, Standard is a major advance. In 54% of the countries in which
they operate, it exceeded the local regulatory requirement when they
introduced it.

Disability inclusion
Removing the barriers facing people living with disability is a priority for HUL. It
believes that creating equality of opportunity will unlock a huge pool of talent. It
also gets to the heart of the ambition to ‘leave no one behind’ – and could
contribute to the five Sustainable Development Goals which explicitly reference
disability and to the wider sustainable development agenda.

In 2018, HUL has set global commitments to achieve by 2025:

• to be the number one employer of choice for people with disabilities, and
• to increase the number of employees with disabilities to 5% of their total
workforce.
These are ambitious targets. They involve transforming the way they recruit and
train their people. And they mean adapting both the way they work and the
workplaces, so that they can support people with disabilities to reach their full
potential.

Disabilities Inclusion Programme

HUL’s Disabilities Inclusion Programme is built on a comprehensive analysis of
the physical accessibility of sites, the technological accessibility of virtual sites,
and recruitment processes.

They now have global guidelines to ensure accessibility in IT, recruitment,

communications and workplace design. HUL has also created their first-ever
global employee resource group for people with a disability and their allies,
Enable@Unilever.

To complement the programme, HUL has designed an internal communications

campaign called I AM ME to raise awareness and promote action across the
business.

REFERENCES

https://www.hul.co.in/Images/annual-report-2019-20_tcm1255-
552034_1_en.pdf

https://www.hul.co.in

https://www.hul.co.in/Images/25_11_19_making-the-most-of-human-
capital_business-standard---delhi_tcm1255-542238_1_en.pdf

https://en.wikipedia.org/wiki/Hindustan_Unilever

https://www.peoplematters.in/article/employer-branding/best-practices-
employer-branding-hindustan-unilever-12782

https://www.ukessays.com/essays/business/hindustan-unilever-limited-human-
resource-information-system-business-essay.php

https://www.epw.in/system/files/pdf/1964_16/17-
18/hindustan_lever_limitedmanagement_development_in_hindustan_lever.pdf

https://www.coursehero.com/file/29743414/HRM-HUL-final-project-report-
pptx/