LEADERSHIP

DEVELOPMENT AT
HINDUSTAN UNILEVER
LIMITED

INTRODUCTION

HUL is an Indianconsumer goodscompany based inMumbai, Maharashtra.

It is owned by Anglo-Dutch companyUnilever which owns a 51.51%

controlling share in HUL as of March 2015 and is the holding company of
HUL

It is the market leader in Indian consumer products with presence in over

20 consumer categories. Notably in the below:

Food Brands

Homecare Brands

Personal Care Brands

Water Purification Brands

Leadership In HUL

HUL is in the business of building leaders as much it is business of selling

consumer goods

The great leaders the company has produced-Prakash Tondon, Dr. Ashok
Ganguly, SM Datta, KB Dadiseth, Vindi Banga, R Gopalakrishnan, Harish
Manwani

Each generation of leaders contributes towards building next generation

of leaders.

Growth of HUL- attracting brightest talent and grooming them

Leadership in India

Unilevers strategy to develop local talent to manage local business- Dr.

Prakash Tondon -1st Indian chairman of HUL

Mindset of developing the next line of leadership to carry the legacy

forward is deeply rooted in the organization

STRATEGY
Attracting the best talent

Building employer brand in top technical schools

Recruiting team is mentored by top management personnel

The Marketing Director for the Home and Personal Care business coaches
the Campus team.

Visiting campuses and connecting with students

Inspiring young students by initiatives such as learn to lead

Engaging the managers who are the alumni of the institutes as brand
ambassadors in their institutes

HUL alumni who are now leaders in other organizations endorse the fact
that talent groomed by HUL not only leads HUL but also leads other
organizations

Adapts to GenYs concept of ideal working place

Provides creative freedom along with faster growth

STRATEGY
On board Leadership

Investing equal energy in the induction and training of new employees

Reviewing and revising the training programs time to time

leaders in HUL invest their time in mentoring young talent building strong
network between senior leaders and young recruits

Evaluation and reverse feedbacks of Trainees

Quality learning schedules and plans

Encapsulating performance evaluation and career progression through

PDP

STRATEGY

Focus on developing next generation leaders at every level

of the organization
Skill mapping and appraisal is for shop floor employees as
well.
Thus leadership development flows in the DNA of the
organization

STRATEGY
Transparency and clarity to individuals

A personal growth plan that is Performance and

capability cards are handed over to each employee in the
organization to ensure clarity and transparency of the
process

Investing in capability building

Self paced learning

Peer learning

Coach interactions

On job learning and e- learning.

STRATEGY
Leadership Development 24x7

70:20:10 leadership development approach principle70% growth comes from- experience, on job learning
20% growth comes from- learning programs and constant interaction with
organizations leadership
10% growth comes from- leadership programs

CONCLUSION

Building leadership is a long process and it takes time to

show results.
The most crucial ingredient for the leadership recipe to be
successful is passion.
HUL takes pride in building leaders.
The reason the success of their leadership program is HUL
leaders are passionate about building next generation of
leaders.
After all it is a leader who builds leaders.

Thank You!!