Hindustan Unilever

Ltd.
Meeting Employee
Expectations
Submitted On - July, 20, 2022
HUL over the years...
The case brings about the genuine concern that the company might be losing its position as the "dream employer” for graduates
from the top Indian business schools from which it recruits its management personnel. The shifting demographic profile of
employees and their changing expectations have already resulted in changes in the company's employment model. These include
on-the-job training and classroom and e-learning program facilities at all levels of the organization and at all stages of one's
career; mentoring by senior management; communication of vision and goals throughout the company, especially through regular
meetings with the CEO; a focus on corporate social responsibility; and an emphasis on work-life balance, such as offering
sabbaticals and providing health and recreation facilities at the new headquarters. While the company has changed its traditional
employment value proposition, in a highly competitive and talent-scarce job market, can it continue to be relevant in order to
attract and retain the best talent in the country.

Hindustan Unilever Ltd. Was
ranked number one in the Asia-
Pacific region and in India, being
the “Dream company” to work for
by almost 64 percent of
management students graduating
in 2010. Nielsen’s survey rated
HUL as one of the top five
employers in 2011.
The well-established CSR
initiatives implemented by the
company helped the employees
connect to the society. However,
with the predicted scarcity of
skilled labor, the company’s
efforts to maintain its well know
talent pool in a highly competitive
environment would be tested.
HUL had a 1500 strong
managerial workforce, largest in
the FMCG industry. It also had the
largest market share in the FMCG
industry, had one of the largest
and well-penetrated distribution
networks in India, covering 35
locations.
Association with top business
schools in India, “leadership
machine” – 440 CEOs in different
companies. HUL had excellent
health care benefits, an ethical
philosophy.
Feathers
already in
Hat
Training and
Development
e-Learning platform -
portfolio of over 3000 online
courses → 25000
registrations in 2nd year -
benchmark
HUL Professional Internship
Program - Integrate
classroom learning with
reality of real business
R&D function - 3 day
sustainability foundation
course - open to all managers
across the business
Complimentary sustainability
awareness e-learning module
Performance
Measurement
Compensation
Leadership Differentiation
Tool (LDT) - 3x3 matrix of
performance vs potential
360 degree feedback
Key result areas (KRAs)
Performanceand
capability card
Identify High Potential
and Sustained High
Performers talent pool → better than competitors
"Hot Jobs for Hot People"
Mentoring
BLT trainee → coach,
mentor, tutor
Responsibility
Structured mentoring
program - Alchemy
Top management - 30-
40% time - grooming &
mentoring future leaders
10-15 employees
randomly picked to have
lunch with CEO - fortnight
Directors - 4 regions -
presentation - feedback
Emphasis on performance
CSR Initiatives
and performance based
rewards
Between 2008-09, had
increased variable
component of salary by
>100%
Even for shop floor
workers, compensation
Increased
A management trainee of
15 months - fresh recruits
- responsibility for a
market of a few million
rupees
Provided expatriate
opportunities - as early as
initial training period
Senior managers
occupational health center
seconded to Unilever PLC
"Sustainable living plan"
with 3 goals
Employees committed to
dedicate a certain no. of
hours to community
service with causes they
were interested in
formal employee
volunteering intiative -
115000 hours - 2009
Work-Life
Balance
Employees - 5 years off
for studying, family or
personal commitments
Working out of home
atleast once a week
→
Vitality index at-risk
employees →
 Potential Issues
Work-Life Balance
Talent Retention
Even though HUL had done
The company aims to much here but still the
avoid the shortage of
impacts of poor work life
skilled manpower of the
balance amongst employees
next decade as well as
is not much seen and so it is
retain its title of the “CEO
a pertinent issue which
factory” of India.
needs to be addressed.

Stunted Skill Growth in Keeping up with dynamic

India employee expecationtions
As per the statistics the Indian
market is expecting stunted skill HUL is currently facing the problem
of expectations changing year on
growth in its workforce so this
year. The company has always
indirectly becomes a major
been a poaching ground for the
factor for HUL to be tackled
industry and is facing issues
while recruiting these employees
related to talent acquisition and
and then training them in right
retention.
direction once they're hired.
 Problem 1
Solution
Collaborating with
universities in India and
providing skill enhancement
trainings to students , out of
which the creamy layer could
then later be hired by HUL.
Recommendations
Problem 2
Solution
Following beehive
approach for delegating
responsibilities to team
so that they get a chance
to learn about all the
verticals operating in the
company.
 Problem 3
Problem
Solution1
Solution
Actively seek
Collaborating with
genuine feedback
universities in India and
fromskill
providing employees
enhancement-:
about
trainings to policies
students ,and
out of
after
which thethe policies
creamy layer are
could
then later be hired by HUL.
Recommendations Problem 4 Solution
implemented.

Problem 2
Solution
Following a culture of -:
Following
NO phone beehive
calls post
approach for delegating
office hours.
responsibilities to team
soOrganizing
that they getevents to
a chance
toinclude families
learn about of
all the
employees.
verticals operating in the
company.
 Short Term Solutions Long Term Solutions

Short- Term, Medium-Term

Upskilling the potential

and Long-Term Solutions

workforce in the country
Propagating an active
would require major
Feedback Culture to assess
collaboration with
the performance of human
government, and so this
resource policies
must be done with proper
implemented across the
deliberation and
organization.
approached accordingly

Medium Term
Solutions

BEEHIVE APPROACH
To make an employee grow
horizontally across verticals.
To break the monotonicity
that employee is likely to feel
from repeated task.
 Thank you! We
HUL- The retention of the
tag "the CEO Factory"

are now open to

questions
Submitted by -:
Group 4:
Ishita Tiwari H22020
Prakhar Singh Pundhir H22034
Ridhima Pandey H22041
Shubham H22047
Sudhansu Dwivedi H22053