The Great Resignation has reshuffled the talent deck, forcing companies to re-evaluate their strategies for attracting and retaining top performers. In today's competitive landscape, a focus solely on compensation isn't enough. Organisations need to cultivate a compelling employee experience that fosters growth, engagement, and a sense of belonging. Preeti Kumar, HR Director – Head of Data Enterprise & GBS at Kraft Heinz, shares insights on how the company is navigating this dynamic environment.  

How much of a risk would you say talent retention poses to your organisation currently?

Talent retention is one of our top priorities. The workforce landscape is shifting rapidly, with employees seeking roles that not only align with their career goals but also offer a fulfilling work-life balance and growth opportunities.  

In my opinion, to combat employee churn and retain top talent, companies must focus on competitive compensation, ample growth opportunities, and promote healthy work-life balance. Implementing employee engagement initiatives, and communicating them effectively will build a strong employer brand and go a long way in attracting and retaining top talent.

How do you ensure that the company culture supports both retention and high performance?

We believe that a happy and engaged workforce is the foundation of a successful organisation. Our culture is a blend of Ownership and Meritocracy, where rigid job descriptions take a backseat to personal growth and exploration.  We steer clear of micro-management and allow employees the freedom to organise and deliver their work in ways that suit them best.  

Our goal of creating a great place to work isn’t just about attracting and retaining talent; It’s about creating a culture where employees can thrive and fulfill their potential.

How do you align your talent acquisition and retention strategies with the company's overall business objectives?

While we seek to find formal and informal ways of recognising our employees throughout the year, we take special care and delight in celebrating in ways unique to our teams and the form of activities such as cultural celebrations and other get-togethers that allow our teams to reflect on their growth, connect and celebrate together.

We have multiple tools such as Individual Growth plans that are designed to enable employees to align their career and personal aspirations with organisational objectives with the guidance of their manager and HR Business Partner. Our current focus is to define our sourcing strategies starting from lateral to University Relations programs that will not only hire our future leaders but also train them through hands-on experiences and developmental opportunities.  

How is leadership being trained or supported to better manage their teams and address retention amidst the skills shortage?  

Our initiatives don’t follow a generic ‘one-size-fits-all’ approach. All employees collaborate with their managers and HRBPs to create individualised development plans for their growth. We also have Ownerversity - our internal learning platform, comprehensive feedback processes and personalised support, all of which I believe go a long way in ensuring constant growth and improvement for our teams.

Our People Managers are the backbone of our organisation, and that's why we invest in them through our Global People Manager Foundation program. This intensive program equips them with the essential leadership skills needed to excel in their roles. We are currently in progress to create a localized program for our leaders in India.

In what ways has technology impacted your talent acquisition and retention strategies?

Technology has revolutionised how we identify, onboard, and nurture talent, making the entire experience seamless and efficient. It's not just about productivity; it's about fostering a culture of innovation and continuous skill development. It has been instrumental in enabling us to create a far more conducive work environment for our people - one that prioritizes their growth and progress.

Looking ahead, what do you see as the biggest challenges and opportunities in talent management for the industry?

Be it the competitive landscape or the ever-evolving preferences of employees, it’s an industry where dynamism is key. What this means is that good talent is constantly seeking out better opportunities, and development and in turn is competitively paid.

We’re witnessing a tech boom across geographies. We have the chance to leverage cross-functional and cross-cultural collaboration like never before. I also believe that we can set benchmarks for diversity & inclusion. From varying sensibilities to different consumer preferences and regulatory landscapes – it’s a sector that thrives on different perspectives.