Hr policy of dabur
- 1. HR POLICY OF DABUR WHEN EPXPENDED IN SAME SECTOR Submitted by: Gopi Yadav Our people are our most valuable assets and investing in our people has helped Dabur become a leading employer brand in the country and across the globe.
- 2. COMPANY PROFILE Dabur India Limited is India's leading FMCG company with interests in health care, personal care and foods. Dabur has a history of more than 100 years . The products of Dabur are marketed in more than 50 countries worldwide. The company has 2 major strategic business units (SBU) - Consumer Care Division (CCD) & Consumer Health Division (CHD). The origin of Dabur can be traced back to 1884 when Dr. S.K. Burman started a health care products manufacturing facility in a small Calcutta pharmacy. In 1896, as a result of growing popularity of Dabur product., in early 1900s, Dabur entered the specialized area of nature based Ayurvedic medicines. In 1919, Dabur established research laboratories to develop scientific processes and quality checks. In 1936, Dabur became a Dabur India (Dr. S.K. Burman) Pvt Ltd. Dabur became a Public Limited Company in 1986.
- 3. When Dabur India roped in an outsider as its CEO, Ninu Khanna, rather than passing the reins to a family-member passes to Sunil Duggal, Dabur’s CEO since 2000 has taken the business to new heights by strategic acquisitions and has expanded the product portfolio to make Dabur a comprehensive FMCG company from an Ayurvedic products seller. Today, majority of the Board members at Dabur do not belong to the Promoter family.
- 4. HR POLICIES FOLLOWED BY DABUR •PERFORMANCE APPRAISAL •REWARD AND RECOGNITION •HEALTH AND SAFETY SCHEME •TALENT MANAGEMENT •TRAINING AND DEVELOPMENT •GENDER DIVERSITY •WORK LIFE BALANCE •RECRUITMENT & SELECTION
- 5. PERFORMANCE APPRAISAL Mangement by objectives (MBO). Annual evaluation based on the goals set by the organisation. The reasons for failures, if any are also discussed with the employees. a standard value system is provided to the appraiser, based on which assessments are done in four categories, namely: •Outstanding. •Excellent. •Good. •Below average, There is no open appraisal or 360 deg. feedback in the company. Also, there is only annual Feedback and discussion on reasons of failures. In Dabur, positive leniency errors are more common, with most evaluators marking appraises high, due overestimation of targets achieved. Based on survey of employees at Dabur, performance appraisal is satisfactory, not very good. The process needs to be integrated into the career planning of its employees in a more effective manner, with the appraisal outcome used more for the purpose of rewards. An open system with joint goals set by the appraisee and appraiser is desired.
- 6. REWARD AND RECOGNITION At Dabur, the Human Resources department supports the business operations and helps enhance performance parameters for each employee. Special care is taken in nurturing talent, promoting entrepreneurship among employees and motivating employees to innovate and improve their performance through an innovative reward and recognition programme called ‘Applause’. The objectives of this scheme are: •To reward contribution of employees beyond normal monetary rewards •To recognize and applaud for immediate recognition •To promote positive behaviors in the organization
- 7. Under this scheme, rewards are presented in five categories, namely: •Rising Star: Most promising new comer award. •Trailblazers: Employee of the half-year. •Honors Club: Employee of the year. •SPOT Recognition: On the spot recognition for wonderful job done. •Eureka: An Idea Generation Award.
- 8. HEALTH AND SAFETY SCHEME Dabur has also institutionalized Health, Safety & Environment policy (HSE), which describe an occupational health and safety management system based on seventeen elements (OHSAS-18001:2007) that include: •A clear statement of overall health and safety objects. •A commitment to the prevention of occupational injuries and illnesses. •A commitment to continual improvement. •A commitment to compliance with all applicable Act/Rules & legislation. •A commitment to training, communication and make it available to all interested parties.
- 9. TALENT MANAGEMENT •Dabur’s Talent Management strategy is focused on building future leaders and creating a talent pool within the organization to ensure a pipeline of high quality business leaders to steer the company forward on its growth trajectory. •Career Development Centre (CDC) is an innovative HR initiative undertaken by Dabur in a bid to provide career development and advancement opportunities for employees who have been part of the Dabur India family for some time. •This is an assessment process for identifying the performers and rewarding them through promotions to the next level of being supervisors or managers. While a particular employee may be performing extremely well in his/her current role and delivering an excellent performance consistently, it does not assure that the same employee may be a right fit for a larger role or may be able to perform equally well in an enlarged role as a supervisor or a manager. CDC helps company identify talent and reward them by taking them to the next level on the Corporate ladder.
- 10. TRAINING & DEVELOPMENT •Special programmes have been devised for the sales force. Through audio-visual and real time sessions, the sales teams are trained intensively on various nuances of different sales channels. The entire process is highly proactive and well-structured. •In all 1,034 training and skill upgradation programmes were organized during the year for skilled and unskilled employees •The company has a well-developed Young Managers’ Development Programme(YMDP), which is a cross-departmental training programme designed for new Management Trainees and ensures a regular talent flow within the company.
- 11. GENDER DIVERSITY •Dabur is consciously working towards enhancing gender diversity at the workplace and 2.75% of the employees on its rolls are women. •Today, 43% of our brand managers across categories are women. Around 25% of the management trainees recruited during the last two years are women. Keeping this in mind, we have been celebrating International Women’s Day (IWD) at Dabur as a gesture to tell our women employees •The women employees were invited for special interactions and hi-tea with the top management. Besides, a special health, wellness and grooming session was organized for all women employees with executives from Bharti Taneja’s Beauty School. A session on healthy eating and its importance for healthy living was also held. Besides, beauty & grooming tips will be offered by leading beauty experts, and special gift hampers & gift vouchers distributed among women employees on the occasion.
- 12. WORK LIFE BALANCE Dabur’s HR department, along with line managers, ensures that workplace environment is safe, hygienic, humane, and upholds the dignity of the employees. A host of programmes and policies that facilitate Work-Life balance have been implemented to acknowledge the fact that employees have responsibilities. The following work rules have been put in place to ensure that our employees maintain a healthy Work-Life balance: •5-day working week at the Corporate office. •2nd & 3rd Saturday off in Zonal offices. •Maternity benefits for all Women employees. •Special approval is given on case-to-case basis for working women in case of any special requirement pre and post-delivery. •Employees are also entitled to take special occasion leave on account for marriage anniversary/Birthday. •Male employee can take paternity leave on the occasion of birth/ adoption of child.
- 13. RECRUITMENT & SELECTION •Dabur uses features of different kind of tests to make one tests, according to them tests work better when combined in isolation. •Dabur carry the whole selection procedure in a very planned ,structured and systematic way