Dear all,
Click the following link to read the news on "Lister" programme of Hindustan Uniliver Limited:
https://economictimes.indiatimes.com...90e2456b92c54c
The news is related to the HR topics like leadership development, career planning etc.
Thanks,
Dinesh Divekar
From India, Bangalore
7879Click the following link to read the news on "Lister" programme of Hindustan Uniliver Limited:
https://economictimes.indiatimes.com...90e2456b92c54c
The news is related to the HR topics like leadership development, career planning etc.
Thanks,
Dinesh Divekar
From India, Bangalore
Interesting
They discontinued the program because people aren't willing to continue working there in hope of an overseas assignment. But the article does not say if they got a new program...
Its sad that they didn't understand that they should tweak te program to let people take leadership roles earlier than their original timeline. Else why will someone stay with them and lose out.
From India, Mumbai
They discontinued the program because people aren't willing to continue working there in hope of an overseas assignment. But the article does not say if they got a new program...
Its sad that they didn't understand that they should tweak te program to let people take leadership roles earlier than their original timeline. Else why will someone stay with them and lose out.
From India, Mumbai
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 are 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 organisation 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
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 are 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 organisation 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
Hi John
I think the problem is elsewhere.
There was a time when HUL job was like a permanent thing. No one would be stupid enough to let go once they got it. Today, that is not the case, and they don't seem to have taken it into account. Today, you have people who are managers at the age of 30 (I mean real managers, not designated as such) and taking up top management positions at 35, 40 age.
Also no one is that loyal any more that they plan to retire in the same company (except may be in Tata Group). They get opportunities and they jump, just like how people jump from other companies to HUL.
The company choses their 'stars' based on performance, which is matrix based. I have met a few personally, and mostly they are good. But today, they have opportunities. If they can increase sale in a territory by 35%, other companies will offer them a job at a higher salary. If they don't get growth in HUL, they will opt for those companies and it doesn't matter any longer. There was a time when they wouldn't dare to leave HUL to go to another company (except P&G or ITC). Today they have other competitors...
From India, Mumbai
I think the problem is elsewhere.
There was a time when HUL job was like a permanent thing. No one would be stupid enough to let go once they got it. Today, that is not the case, and they don't seem to have taken it into account. Today, you have people who are managers at the age of 30 (I mean real managers, not designated as such) and taking up top management positions at 35, 40 age.
Also no one is that loyal any more that they plan to retire in the same company (except may be in Tata Group). They get opportunities and they jump, just like how people jump from other companies to HUL.
The company choses their 'stars' based on performance, which is matrix based. I have met a few personally, and mostly they are good. But today, they have opportunities. If they can increase sale in a territory by 35%, other companies will offer them a job at a higher salary. If they don't get growth in HUL, they will opt for those companies and it doesn't matter any longer. There was a time when they wouldn't dare to leave HUL to go to another company (except P&G or ITC). Today they have other competitors...
From India, Mumbai
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