The document summarizes initiatives by the Godrej Group, an Indian conglomerate, to strengthen its human resources practices and develop a strong employer brand. It discusses the evolution of the company, its businesses and employees. Key HR initiatives include introducing capability factors to define leadership skills, aligning HR processes, hiring for culture fit, leadership development programs, competitive compensation, engaging employees through feedback and technology, and leveraging these changes to integrate acquisitions, attract talent and improve business performance. The presentation emphasizes creating a common language around capabilities, continual improvement, keeping initiatives simple, and ensuring line management ownership of culture change.

1. GREAT PLACE TO
WORK CONFERENCE
August 7, 2012

2. 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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3. 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
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4. OUR IMPERATIVES AS A GROUP
Our 2020 Vision has 4 Imperatives HR Imperatives
• Provide strong leadership and global talent
from within Godrej
Grow 10 times in the next 10 years
• Cost efficiency
• Integrate acquisitions
Be the most trusted and innovative Indian
Have an authentic and edgy employer brand
brand
Foster an inspiring place to work
Build the culture around our capability factors
Create shared value through ‘Godrej Good
and Green’

5. 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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6. 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
tough
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
love 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
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7. 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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8. PILLAR CAPABILITY FACTORS DESIRABLE BEHAVIORS
Drive
Initiative Ownership
Tenacity
Humility
Leading
Hunger to Learn and Improve Growth Mindset
Self Committed to change
Maturity
Emotional and Social Awareness Self Awareness
Influence
The 3 Pillars Creates a high performance team
Leading Team Adaptive
have 10 Motivator
Godrej Nurtures talent
Leading
Developing Others Feedback
Capability Others Mentoring
Factors, Godrej First
Fostering Collaboration Collaborates
with Builds bridges
desirable Insightful
Customer Centricity Innovates
behaviors Delights
attributed to Envision
Acting Strategically Frames issues
them Action orientation
Leading
Business Commercial acumen
Delivering Results Execution excellence
Agility
Role model
Institution Building Knowledge sharing
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9. 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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10. 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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11. !
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!

12. LEADERSHIP DEVELOPMENT
Employees are mapped on the ‘9 Box Performance – Potential Model’
Reassign or Rescope Top Talent
• Evaluate if in right role • Structured career conversations
• Identify development priority • Stretch projects/ assignments
• Support with direction and guidance on • Coaching
improving performance • Job Rotation
• Identify corrective actions in the role • Premium Training
environment, if required
Watch list Core Contributors
• Time bound performance improvement plan • Structured development planning
• Frequent reviews to monitor performance • Supervisor mentoring
• Improve or disengage • Cross functional projects/ assignments
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• Training for skill and GCF development

13. 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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14. 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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15. 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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16. LEVERAGING TECHNOLOGY
• Integrated technology base
• Globally scalable
• Intuitive and simple to use
• Outsource non value adding activities
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17. 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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18. 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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19. THANK YOU FOR YOUR TIME AND CONSIDERATION
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