Download - Godrej Industries - August 2012
GREAT PLACE TO
WORK CONFERENCE August 7, 2012
2 I Godrej I Title of Presentation I Date
THE GODREJ GROUP
• Evolution from a lock making company in 1897 to a present day
conglomerate of 3 bn USD+
• GILAC is a group of four major businesses – FMCG, chemicals, real
estate and agro products, supported by a strong Corporate Center
• Presence in 60+ countries
• 11,000+ employees
• 500 million people use one or another Godrej product everyday
• Strong focus on ‘Good & Green’, the Group wide shared value initiative
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THE GODREJ GROUP
• Rebranding exercise in 2008 with the objective of positioning the
brand as contemporary
• Today, at a point in history where Godrej’s amazing past is meeting up
with its ambitious future
• Godrej is learning and relishing being young again
OUR IMPERATIVES AS A GROUP
Our 2020 Vision has 4 Imperatives HR Imperatives
Grow 10 times in the next 10 years
• Provide strong leadership and global talent
from within Godrej
• Cost efficiency
• Integrate acquisitions
Be the most trusted and innovative Indian
brand
Have an authentic and edgy employer brand
Foster an inspiring place to work
Build the culture around our capability factors Create shared value through ‘Godrej Good
and Green’
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MAKING THE TRANSITION HAPPEN
• Focused on three key words: simple, authentic and edgy
• Key initiatives undertaken:
• Introduction of the HR philosophy and Godrej Capability Factors
(GCF)
• Aligning HR processes to GCF
• Hiring for culture fit and values
• Leadership Development
• Competitive Remuneration
• Employee Engagement
• Upgrade technology
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ARTICULATING THE HR PHILOSOPHY
The bar rises as you move to higher roles
Excellence is the only option
You are responsible for your own development and that of your team
Never hoard talent; rotate people
Promotions are based on performance and potential, never on tenure or for retention
Teams must be diverse and whole brained in make up and thought
What is sacrosanct: our values and always treating people with respect
Coach, guide and provide honest feedback
Talent will get focused attention and support for career development
Rewards in line with performance and contribution to the business
Space, opportunities and resources to develop
tough
love
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INTRODUCTION OF THE GCF
• Set of key capabilities that will help in building a brighter and future-
ready Godrej
• 3 pillars that define leadership capabilities at Godrej
• Leading Self: being self aware and self driven
• Leading Others: collaborating with and developing people
• Leading Business: acting strategically to deliver results
• Defines the critical capabilities and expected behaviors for each level
in the organization and plays a key role in people processes
• Used to hire and identify talent, review performance, provide feedback
and structure development efforts for growth
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PILLAR CAPABILITY FACTORS DESIRABLE BEHAVIORS
Leading
Self
Initiative Drive
Ownership
Tenacity
Hunger to Learn and Improve Humility
Growth Mindset
Committed to change
Emotional and Social Awareness Maturity
Self Awareness
Influence
Leading
Others
Leading Team Creates a high performance team
Adaptive
Motivator
Developing Others Nurtures talent
Feedback
Mentoring
Fostering Collaboration Godrej First
Collaborates
Builds bridges
Leading
Business
Customer Centricity Insightful
Innovates
Delights
Acting Strategically Envision
Frames issues
Action orientation
Delivering Results Commercial acumen
Execution excellence
Agility
Institution Building Role model
Knowledge sharing
Shapes culture
The 3 Pillars
have 10
Godrej
Capability
Factors,
with
desirable
behaviors
attributed to
them
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HIRING FOR CULTURE FIT AND VALUES
• Introduction of the GCF in the selection process
• Multi-level engagement during the selection process
• Bright Start and Bright Week – to drive a common introduction to the
Group
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STRENGTHENING OUR LEADERSHIP
PIPELINE BY BUILDING OUR EMPLOYER BRAND
• Focus on hiring Management Trainees through the summer route –
90% of new joinees this year did their summers with us last year, 50
interns in the Gurukul batch for next year, as compared to 27 in 2011
• The application process was very creative, with the option to write in
with a movie clip, song, advertisement, poem or even a comic strip.
The selection process used simulated games instead of standard
group discussions.
• Godrej LOUD is a platform for students to live our their unfulfilled
personal dreams. Godrej will sponsor the dreams and also make
offers into the summer programme.
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!!
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12 I Godrej I Title of Presentation I Date
LEADERSHIP DEVELOPMENT
Reassign or Rescope
• Evaluate if in right role
• Identify development priority
• Support with direction and guidance on
improving performance
• Identify corrective actions in the role
environment, if required
Top Talent
• Structured career conversations
• Stretch projects/ assignments
• Coaching
• Job Rotation
• Premium Training
Watch list
• Time bound performance improvement plan
• Frequent reviews to monitor performance
• Improve or disengage
Core Contributors
• Structured development planning
• Supervisor mentoring
• Cross functional projects/ assignments
• Training for skill and GCF development
Employees are mapped on the ‘9 Box Performance – Potential Model’
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DEVELOPING TALENT
• Leadership Series – Top 100 employees participate in this world class
programme, led by Bharat Anand (Harvard Business School) and
Hitendra Wadhwa (Columbia Business School)
• Godrej Fellows Programme – Brings together ten of the brightest
young people, under the age of 30, to work on change oriented
projects across the Group
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COMPETITIVE REMUNERATION
• Aim to be in the 75th percentile for employees meeting expected
performance levels
• Differentiated remuneration through an EVA based bonus scheme
• Scheme has an individual and collective component
• Payouts without cap
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EMPLOYEE ENGAGEMENT
• In tune – soliciting frequent feedback
• Brighter Banks to drive Values
• Policy changes
• Sick Leave is now trust-based
• Fexi-time, work from home and part time work options
• Maternity benefits strengthened
• Introduction of Paternity and Adoption benefits
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LEVERAGING TECHNOLOGY
• Integrated technology base
• Globally scalable
• Intuitive and simple to use
• Outsource non value adding activities
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QUICK WINS FROM THESE INITIATIVES
• Successfully integrated 8 acquisitions in the last 2 years
• Growth of 30% in FY12, ahead of the targeted 2020 growth rate of
26%
• Spike in engagement scores
• Turnaround of businesses e.g. Godrej Agrovet
• Attracting brighter talent
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KEY LEARNING
• Create a common language
• Take constant feedback and adapt – evaluate portfolio of HR toolkit
constantly
• Make things simple to use
• Drive through line management and walk the talk
• Culture shift takes long – we need to persevere
• HR fraternity should build expertise – act as a coach and not the
water-boy
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THANK YOU FOR YOUR TIME AND CONSIDERATION