1. The document discusses HUL's recruitment and selection process, which includes advertising vacancies, screening applications, conducting tests and interviews to assess skills, and emphasizing fit between candidates and jobs.
2. HUL has special recruitment programs for MBAs that tailor roles to candidates' backgrounds and provide development opportunities.
3. Employee training focuses on leadership and includes mentoring, rural assignments, and case discussions, while performance reviews utilize 360 degree feedback and transparent career planning.
1. HUMAN RESOURCES MANAGEMENT PROJECT
HINDUSTAN UNILEVER LTD.
SUBMITTED BY SECTION A GROUP 5
S. NO. NAME ROLL NO.
1 DANGE KARAN KAMLESH 2014PGP095
2 MAYAVANSHI PRITA J IPM2011048
3 MAYUR GUPTA 2014PGP198
4 PRANITA S 2014PGP263
5 RAJ THILAK RA 2014PGP286
6 RAUSHAN KUMAR MISHRA 2014PGP296
7 SOURAV SINHA 2014PGP378
2. ABOUT THE ORGANIZATION
• Indian FMCG company based in Mumbai, Maharashtra
• Owned by an Anglo-Dutch company Unilever which controls 67% share in
HUL
• They own over 35 brands spanning various categories such as soaps, shampoos,
detergents, cosmetics, food, and etc. Their portfolio includes brands such as Lux,
Lifebuoy, Pond’s, Vaseline, Lakme, Sunsilk and Pepsodent.
• HUL is one of the most profitable companies in the country. Their profits
during the financial year 2013-14 were Rs. 3867 crores.
• In the ToI listings for the ‘Preferred employer’ in 2013-14, HUL was listed as the
most preferred employer in the manufacturing sector.
3. RECRUITMENT & SELECTION AT HUL
• At HUL, the process of recruitment is initiated by proper advertisements about their
vacancies through various resources. These include
• Internet advertising
• Online job portals
• Advertisements in newspapers
• On campus recruitment
• Once their requirements are made public, HUL follows both internal and external
recruitment channels.
• External channels include walk-ins, employee referrals, private placement agencies, educational
institutions and professional associates.
• Internal channels include transfers and promotions.
• After receiving the applications, HUL’s HR team perform an extensive analytical
research of the tasks required for the role against various parameters required from
the applicants including mental and physical characteristics desirable.
4. • HUL’s selection process involves an employment test and a 3 phased personal
interview.
• The employment test evaluates the applicants’ analytical ability, computational
ability, general knowledge, verbal and written skills.
• The 3 phased interview processes evaluates a candidate’s decision making and
situational handling abilities.
• HUL gives special importance hiring employees who have a close fit to the job
description.
RECRUITMENT & SELECTION AT HUL
5. THE GLOBAL MBA RECRUITMENT PROGRAM
• HUL has a special recruitment and selection program for MBA graduates across
the globe called the global MBA recruitment program.
• The highlight of this program is that these recruits are not hired for specific roles but
roles are specially created to fit the requirements of the candidate. The roles are
tailored to fit the personal and professional roles of the candidate.
• Once recruited, the employee is given a wide variety of personal development
opportunities to make them more culturally fit towards the organizational goals of
HUL.
• Employees recruited through this process share an intimate relation with the
organization as they find their goals closely connected with their jobs. HUL also
greatly value these employees because they find these employees to be coherent
with the organizational goals.
6. TRAINING AND DEVELOPMENT
• The HR team at HUL contains a special team of seven who spend half their time in the
leadership development program.
• This team brings in 50 to 55 MBAs every year for business development training.
• The training program involves mentoring, deputations and rotations to rural areas and
other units of Unilever.
• Case in point:
• Leena Nair
• Nitin Paranjpe
• The HR team at HUL works by the policy of “Hot jobs, Hot people”. In the sense, the
hot jobs refer to the 50 most strategic positions in the company and hot people are the 50
people with the highest potential.
• The objective of the HR team is to see that the 90% of the hot jobs are occupied by hot
people. The HR team reports to the management committee every 15 days about the
status of the “Hot jobs, hot people”, including all the problems faced by the 50.
7. PERFORMANCE APPRAISAL
• HUL employees a 360 degree feedback system that provides feedback from
superiors, peers and subordinates to provide a holistic and objective evaluation of
the employees. Assessment on their potential is communicated transparently to
all employees individually and their career paths are shared with them.
• The performance appraisal in HUL is done as follows:
• Establish a performance standard
• Communicate the standard and the expectations to the employees
• Measure actual performance by following instructions
• Adjust actual performance due to environmental influence
• Compare the actual performance against the set standards & find out deviations.
• Suggest changes in job analysis and standards, if necessary
• Follow up with the appraisal during the year
• According to a study conducted by Management students on the employees of HUL
in September 2013, 70% of the HUL employees are satisfied with their
performance appraisal system. 75% of the employees feel that the performance
appraisal system of HUL has a positive impact on their working skills.
9. COMPENSATION
• Hindustan Unilever offers compensation packages on par or higher than the industry
standards based on the technical skills and experience of the candidates. Employee
benefits were standardized across employees.
• The benefit schemes were re-evaluated twice a year. The benefit programs included:
• Medical benefits that were aimed keeping the employees healthy and motivated, so as to reach
expected productivity levels.
• Tuition assistance programs which included financial assistance to meet tuition expenses for all
employees. This gave them the opportunity to continue their formal education while working.
• A range of professional counselling and support services for employees and eligible family members
• Facilitation for employees to relocate if transferred to help them settle easily in the new location
• Assistance programs in case of emergency for employees and their eligible dependents travelling on
company work to locations worldwide.
• Company stock offers to the employees to enable them to share the benefits of the company’s
performance.
