Article: Best Employer 2.0, Godrej Consumer Products Limited

#HR Industry

Best Employer 2.0, Godrej Consumer Products Limited

The Tough Love philosophy aims at creating a high performance and meritocratic culture
Best Employer 2.0, Godrej Consumer Products Limited
 

Godrej Consumer Products Ltd., Industry: FMCG, Year of Incorporation in India: 2001, Total number of Employees: 2,099, HQ City: Mumbai

 

Godrej Consumer Products Limited is part of the 117-year-old Godrej Group. It is the largest homegrown home and personal care company in India, valued at over 3 billion USD, and ranks number 1 in hair colour, household insecticides and liquid detergents and number 2 in soaps.

“We have an overall 3-by-3 strategy, which is about focusing on three categories, Home Care, Hair Care and Personal Wash, in emerging markets in Asia, Africa and Latin America. We have the same approach towards our talent perspective as well. Our talent strategy is about having three objectives ie: amazing careers, competitive rewards and a nurturing work environment, enabled by enduring values, tough love philosophy and our competency model. So basically, what we have done is create the 3-by-3 from the people practices perspective to actually back our 3-by-3 strategy with the ultimate objective of creating an inspiring place to work, where people feel excited to come to work every day,” says Vivek Gambhir, Managing Director, GCPL.

The Tough Love philosophy aims at creating a high performance and meritocratic culture. The Love part of it focuses on offering a huge amount of support to our people in terms of their career, investment in their development and coaching. Along with the love, what has been communicated to Godrejites, is that the bar gets higher as people rise and expectations rise. Managers are expected to play a strong role in development and rotation of talent. The process of cascading goals and aligning them to the respective teams has been significantly improved. GCPL has also been differentiating in terms of rewards and compensation, as far as performance is concerned.

“We have also been clear that the best opportunities will be available to our best performers. In fact, our entire job rotation and stress on opportunities has been significantly enhanced over the last 12 months. We have also significantly tightened the process of career dialogues and performance dialogues. We have also been training to our team in terms of having career conversations and we are monitoring a lot of that,” Gambhir says, explaining how the company’s people processes have evolved over the past year.

HR plays a strategic role in these areas and like Gambhir says, it is as important as that of Sales or Marketing – First, laying out the guiding philosophy and defining the strategy is critical Secondly, HR is a critical enabler to ensure that the philosophy is being executed and implemented.

Topics: HR Industry, Best Practices, Employer Branding

Did you find this story helpful?

Author


QUICK POLL

Is your organization planning to leverage chatbots for HR?

On News Stands Now
q_auto,f_auto/v1541079565/mag-november-2018.jpg

Subscribe now to the All New People Matters in both Print and Digital for 3 years.

Agility is not just about creating things. It's also about ruthless prioritization, managing risk, and knowing when to stop. Leaders require the competencies to envision the big picture, anticipate trends, and enable their organizations to act with agility and speed, organizations need to build such competencies in them. So how can organizations create this shift in leaders- moving from traditional to being agile leaders?

Subscribe
And Save 59%

Subscribe now