Dear all,
Click the following link to read the news on the "Lister" program of Hindustan Unilever Limited:
https://economictimes.indiatimes.com...90e2456b92c54c
The news is related to HR topics like leadership development, career planning, etc.
Thanks,
Dinesh Divekar
From India, Bangalore
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8032Click the following link to read the news on the "Lister" program of Hindustan Unilever Limited:
https://economictimes.indiatimes.com...90e2456b92c54c
The news is related to HR topics like leadership development, career planning, etc.
Thanks,
Dinesh Divekar
From India, Bangalore
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Interesting. They discontinued the program because people aren't willing to continue working there in the hope of an overseas assignment. However, the article does not mention if they introduced a new program.
It's sad that they didn't understand that they should tweak the program to allow people to take on leadership roles earlier than their original timeline. Otherwise, why would someone choose to stay with them and miss out?
From India, Mumbai
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It's sad that they didn't understand that they should tweak the program to allow people to take on leadership roles earlier than their original timeline. Otherwise, why would someone choose to stay with them and miss out?
From India, Mumbai
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A couple of observations here.
Maybe HUL got sick and tired of other companies poaching their best executives after they had put in the time and effort to train and nurture them for senior leadership roles within HUL. If people get bored waiting for a suitable role to come up, then maybe HUL is not picking the cream of the crop, and training more people than they can absorb into the senior ranks.
Who decides who is a "star" performer, and on what basis? I would like to see some numbers on people who have jumped ship at HUL and gone elsewhere. How long did they last in a new company, and what was their performance like? People full of their own self-importance often fail miserably in a new environment where management style is different, and they are expected to produce quantifiable results. People who stay in one organization for a long time often build up a support network and rely on others to "protect" them. When they move to a new environment, they don't have that network.
I would be very wary of people who take a job in the "expectation" of one day being given an overseas posting or other reward instead of building a career and maintaining loyalty to the company.
From Australia, Melbourne
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Maybe HUL got sick and tired of other companies poaching their best executives after they had put in the time and effort to train and nurture them for senior leadership roles within HUL. If people get bored waiting for a suitable role to come up, then maybe HUL is not picking the cream of the crop, and training more people than they can absorb into the senior ranks.
Who decides who is a "star" performer, and on what basis? I would like to see some numbers on people who have jumped ship at HUL and gone elsewhere. How long did they last in a new company, and what was their performance like? People full of their own self-importance often fail miserably in a new environment where management style is different, and they are expected to produce quantifiable results. People who stay in one organization for a long time often build up a support network and rely on others to "protect" them. When they move to a new environment, they don't have that network.
I would be very wary of people who take a job in the "expectation" of one day being given an overseas posting or other reward instead of building a career and maintaining loyalty to the company.
From Australia, Melbourne
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Hi John,
I think the problem is elsewhere. There was a time when HUL jobs were considered permanent. No one would be foolish enough to let go once they secured a position. Today, that is no longer the case, and it seems they have not taken this into account. Nowadays, individuals are becoming managers at the age of 30 (I mean genuine managers, not just holding the title) and are assuming top management roles at 35 or 40.
Furthermore, loyalty is not as prevalent anymore, with few planning to retire from the same company (except perhaps in the Tata Group). People now seize opportunities and switch jobs, similar to how individuals move from other companies to HUL.
The company selects their 'stars' based on performance, which is matrix-driven. I have personally met a few of them, and for the most part, they are talented. However, today, they have options. If they can boost sales in a territory by 35%, other companies will offer them higher-paying positions. If they do not see growth opportunities at HUL, they will choose those companies, and loyalty no longer plays a significant role. There was a time when they would not even consider leaving HUL for another company (except for P&G or ITC). Nowadays, they face competition from other companies...
From India, Mumbai
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I think the problem is elsewhere. There was a time when HUL jobs were considered permanent. No one would be foolish enough to let go once they secured a position. Today, that is no longer the case, and it seems they have not taken this into account. Nowadays, individuals are becoming managers at the age of 30 (I mean genuine managers, not just holding the title) and are assuming top management roles at 35 or 40.
Furthermore, loyalty is not as prevalent anymore, with few planning to retire from the same company (except perhaps in the Tata Group). People now seize opportunities and switch jobs, similar to how individuals move from other companies to HUL.
The company selects their 'stars' based on performance, which is matrix-driven. I have personally met a few of them, and for the most part, they are talented. However, today, they have options. If they can boost sales in a territory by 35%, other companies will offer them higher-paying positions. If they do not see growth opportunities at HUL, they will choose those companies, and loyalty no longer plays a significant role. There was a time when they would not even consider leaving HUL for another company (except for P&G or ITC). Nowadays, they face competition from other companies...
From India, Mumbai
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