For decades, India’s largest FMCG firm, the ₹50,333-crore Hindustan Unilever (HUL), has been a sought-after day-one hirer on B-school campuses. What makes the company a preferred employer of the future for generations? The secret lies in constant innovation in policies to keep pace with the times, says Anuradha Razdan, executive director, human resources (HR). “We have always focused on bringing in stunning talent into this business. We believe that having an employer brand that is relevant and grounded in business reality and is in sync with what the talent wants today and tomorrow is important,” she adds.

The two years of the pandemic have helped HUL re-examine its talent hiring process to make it more rigorous. With hybrid work culture becoming a way of life, the company is experimenting with employment models which Razdan believes would give it a distinct advantage in terms of attracting talent. Its ‘You Work’ programme allows employees to take up project-based roles. “They have to work a minimum of six weeks but can do so according to their own schedules. We give them the flexibility to not just tailor their work, but also the security of retirement benefits, medical etc,” explains Razdan.

Its other initiative is ‘Open To You’, a kind of gig model. “We want to bring in quality talent and have access to skills of the future like digital specialists who needn’t work for us full time. We have hired someone who is an expert in disability. We have access to high-quality talent and they have flexibility. This helps us attract talent and give people the choices they want,” says Razdan.

Embracing Technology

The company was among the first to move its hiring process to digital platforms when the pandemic broke out in 2020. That, says Razdan, helped overcome several unconscious biases, thereby making the selection process more scientific. The company has been using platforms such as LinkedIn not just to strengthen its employer branding, but also to reach out to a wider talent pool, which is not necessarily in the top business school. “We have seen a 30% growth in our LinkedIn followers,” claims Razdan.

Technology has also enabled HUL to take early bets on talent even before they have made it to B-schools. The company has evolved a digital algorithm, which empowers it to target the top 1,000 business school aspirants who have taken Common Admission Tests. “We start engaging with them so that we are able to build a relationship,” says Razdan.

The company is also looking to tap Indian students who have gone overseas to study. “There has been an exponential rise in Indian students going abroad for higher studies, therefore we are tapping into the top schools and looking at students who are passionate about coming back and making a career in India,” adds Razdan.

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At HUL, Focus On People To Drive Growth