HUL No.1 Employer of Choice for fourth successive year

Hindustan Unilever Limited (HUL) has emerged as the No. 1 Employer of Choice across all sectors for the 2015 graduating batch of B-School students, across functions for the fourth year in a row as per the latest Nielsen Campus Track-B School Survey. In addition, HUL retains the 'Dream Employer' status for the sixth year running and continues to be the top company considered for application by B-School students. HUL has also been ranked No. 1 for Marketing as well as No. 1 FMCG in Finance. This is the 15th year of the Nielsen Campus Track B-school study.

This achievement is a recognition by students for the consistent actions taken by HUL over the years to build mutually beneficial relationships and engagements with the student and academic community.HUL believes in a 365 day relationship with our campus audience, investing senior leadership time and effort in bringing alive our employer value proposition on campuses.

HUL’s value proposition

HUL’s strong employer value proposition is rooted in its unique positioning as a “Leadership Factory” – offering big jobs early on in career to groom for functional and business leadership responsibilities.

HUL’s approach to grooming talent and leaders has been built over several decades where every generation of leaders has left a legacy for the future through their commitment, ownership and active participation in the talent attraction and development process.

Attracting the best & laying the right foundation early

With its robust talent systems and processes, HUL identifies talent early and invests to build capability.

HUL offers a rigorous Summer Internship Programme, where interns go through an enriching learning experience by managing live projects that have a direct and huge impact on the business. In 2014, over 51% interns completed projects at international locations in Unilever. HUL is also one of the first to announce Pre-Placement Offers (PPO) for interns across campuses.

Our flagship Unilever Future Leaders Programme (UFLP) - a highly sought after programme by fresh recruits and acknowledged within and outside Unilever as the best programme of its kind – is another key programme. The UFLP provides young managerial recruits an extensive cross functional experience through live projects and learning assignments, including rural & international exposure, within 12-15 months preparing them for bigger responsibilities very early in their careers. What makes the programme unique is the strong support system of senior leaders who act as Tutors/ Coaches and Mentors. This regular interaction along with a robust reverse feedback mechanism on effectiveness of the support system ensures the best grooming and inputs for the trainees.

In 2014, HUL also celebrated 60 years of UFLP; a programme that has emerged as an established foundation for many inspiring leaders across and beyond Unilever.

Growth through diversity of experience / international experience

HUL has a clearly defined career philosophy which revolves around job rotation and diversity of experiences at all stages of the individual’s career. Internationalisation is also built in and currently around 200 HUL managers have been expatriated to other Unilever countries.

Growth with a winning business

India offers an incredible opportunity. The sheer size and the growth prospects make it an exciting place for HUL. Growing incomes and the changing attitudes to consumption will mean that India is likely to see strong growth for several years to come. In that situation HUL is very well positioned. Its current leadership positions, size, scale and strong brands position HUL perfectly to leverage this opportunity and make a real difference in this country.

Building a high performance culture

HUL’s Performance Management and Reward processes are geared to building a high performance and execution focused culture. The objective is to inspire employees to deliver to their best potential every day by setting ambitious goals and ensuring top rewards for top performance. Periodic performance and development review and feedback discussions ensure high clarity and transparency for employees.

Capability building

Individual Development Plans drawn out for each employee focus on building knowledge and skills for the immediate role and preparing them for future roles. HUL’s holistic 70:20:10 capability building approach ensures blended learning with 70% capability built on the job through live assignments, 20% through coaching, short term projects and exposures and 10% through classroom, virtual and e-learning. Over and above these, there are leadership programs led by leaders through the year to build functional capabilities.

Rigorous & transparent people planning processes

HUL has a rigorous and transparent People planning process which is owned by leaders at each level who review and assess talent on both the “What” and the “How’” of performance through an objective process. Capability building and career plans for talent form an integral part of this process. These plans and outcomes are then transparently shared with employees as part of the bi-annual performance and development discussions.

Focus on leadership development

Leadership Development at HUL is about building leaders through a combination of disciplined routines and processes, and something not always evident from outside: a collective expertise, honed through practice, in recognizing and developing talent. This has established HUL as a source of leadership talent, both for Unilever globally and in industry in general. Over 200 managers of HUL currently serve Unilever globally in leadership roles across markets and functions with the numbers steadily increasing over the last few years. HUL is often referred to as a “CEO Factory” having contributed over 400 CEOs within the corporate world.

Recognizing the importance of leadership in the larger communities we operate, HUL has also been extending its role in building and harnessing leadership amongst the student community. Senior Leader campus interactions with students to share leadership perspectives and insights and leadership development program and intervention for student leaders are part of this larger initiative which has created great visible impact on students.

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