IIM ROHTAK H U M A N E - R CLUB P re s e n ts
H R BULLETIN VOLUME 34
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HR BULLETIN
Cipla’s learning transformation journey – From disconnected & decentralized to engaging, accessible and scalable Here’s how the pharmaceutical major embarked on a phased transformation exercise to standardize processes across the business and enabled technology based scaling up of its learning model to take on challenges of a fast changing industry. Cipla is a 25,000 strong pharmaceutical company operating in more than 80 countries across the world organized through a complex organizational structure with a mix of matrix, hierarchical and functional linkages. Being one of the market leaders in a highly regulated and ever- evolving business environment, it faced multifold challenges when it initiated the herculean task of crafting a far-reaching learning strategy. Some of the most glaring issues that the organization faced in the early stages of constitution of Cipla University were:
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Disconnected and decentralized learning ecosystems Every vertical (supply chain, manufacturing, R&D, sales & marketing, corporate, finance, quality etc.) within the company had a unique learning approach with multiple standalone learning interventions. These initiatives had a reactive rather than a proactive approach and did not stem from an over-arching learning philosophy to connect and unify all functions across geographies. Lack of scalability of learning solutions The increasing complexity and excruciating lack of dedicated resources, standardized processes, digital infrastructure, structured teams, and instructionally sound content design made left little opportunity to scale up existing interventions for learners across the organization. Monotonous and theoretical offerings The primary mode of learning delivery was through classroom sessions and workshops. Technology led learning was mostly limited to learning reinforcement and engagement. With an ever-expanding millennial and Gen Z employee base, who live by the motto of instant gratification and mobile learning, it became evident that our learning philosophy and systems were anachronistic and needed a complete overhaul to make learning more exciting, engaging and empowering. Scrap learning: the failure of learning transfer The coexistence of multiple learning ecosystems and approaches across verticals, each working in its isolated silo, resulted in the inadvertent creation of scrap learning. Certain interventions were overtly comprehensive to the extent that some of the lessons shared were not relevant to the learner’s hierarchical level or job profile and thus would never be applied on the job. The transformation journey – the beginning Cipla University (CU) was constituted in 2017 with a centralized approach to unify enterprise level learning and development initiatives and, incorporate a partnership with business stakeholders across the organization. Under the aegis of CU, transformational learning academies were created to deliver customised yet standardized learning solutions across verticals in line with the long term business goals of the organisation. Once a robust learning infrastructure was established, it was imperitive to invest in creation of targeted, scalable and engaging learning solution with a sharp focus on business alignement. Digitalisation of learning emerged as a key tool in helping us make this vision a reality. The digital transformation strategy focused on creating a complete learning experience by integrating cuttingedge learning technology, behavioral science and learning analytics. Envisioned as a system of inter-connected learning apps, portals and enabling tools with deep integration with the LMS, creating a wholesome learning capability for the organization by simplifying, standardizing and automating learning. The continuous feedback mechanism and the behavioral science model help reduce learning scrap/wastage. Make learning accessible & engaging - Self Directed & Curriculum based In Phase 1 of the Digital Transformation Journey, enterprise level digital learning platforms were..
Read more at: https://www.peoplematters.in/article/training-development/ciplaslearning-transformation-journey-from-disconnected-decentralized-to-engagingaccessible-and-scalable-28590
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LogiNext plans to hire diversely, aims for 50% women workforce by 2021 The SaaS company is aggressively hiring for the verticals including LogiNext Mile Platform and plans to double up the workforce by 200 people. Diversity and Inclusion is fastly becoming the mantra for the businesses and many organizations have started to keep tabs on the top talents to hire around the globe.
With that in mind, a leading SaaS company LogiNext plans to hire 200 people more with aims to diversify the organization's workforce.
'Speaking of LogiNext's initiatives to encourage more women to join the force, CEO Dhruvil Sanghvi said, “My Co-founder and CTO, Manisha Raisinghani, has been a trendsetter when it comes to women in the tech industry. She's built a very able technology team with women in many leadership roles which has given LogiNext a world-class product which is used by some of the largest Fortune 500 companies. We already have a good representation of women in the workforce and are aiming for a 50:50 ratio by the end of 2021,” Sanghvi also points out the importance and need for logistics automation going up during the pandemic, increasing online orders multifold for several categories. He states that currently, 80 % of the client-base for LogiNext is in North America, MENA (Middle East and North Africa) and SEA (South-East Asia) and the company’s plan for 2021 is to carry on the momentum and acquire more enterprise customers in these region. The company’s current women to men ratio is 40:60 and the company is taking the necessary steps to add more diversity, which is a welcome move…
Read more at: https://www.peoplematters.in/news/recruitment/loginext-plansto-hire-diversely-aims-for-50-women-workforce-by-2021-28524
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Personal care brand Mamaearth to hire 200 people this year Strong demand from across metros and tier I and II cities has helped Mamaearth crossed an annualized revenue run rate of Rs 500 crore and the brand is now looking at doubling that in the near future. Honasa Consumer Pvt Ltd (HCPL), which runs personal care brand Mamaearth is looking at expanding its headcount by 200 people across various roles this year as it sees significant growth momentum in its business from both online and offline channels, a top company executive said. Strong demand from across metros and tier I and II cities has helped Mamaearth crossed an annualized revenue run rate of Rs 500 crore and the brand is now looking at doubling that in the near future. ’Honasa Consumer Co-founder and CEO Varun Alagh told PTI, “So we right now, we are about 300 people and by the end of this year, we’ll be at about 500 people. Of these, 100 people will be a part of the offline retail team and the others will be spread over other functions – growth team, D2C team, customer service, marketing team and others.” He added that Mamaearth is now a Rs 500 crore-run rate brand, making it one of the fastest-growing personal care brands to reach the milestone in less than four years of existence. “Our next ambitious milestone would be Rs 1,000 crore but let us see when we are able to hit that. The growth last year was 400 percent-plus…Rs 1,000 crore is our next milestone,” he said. HCPL is backed by investors including Sequoia Capital India, Fireside Ventures, Stellaris Venture Partners, and Sharrp Ventures. Talking about the road ahead, Alagh said there are three things that the company will focus on – expanding offline presence, continuing to bring in innovative products, and leveraging the experience from Mamaearth to launch more brands to cater to various customer needs.
Read more at: https://www.peoplematters.in/news/recruitment/personal-carebrand-mamaearth-to-hire-200-people-this-year-28523
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Amazon India inks MoU with the Directorate General Resettlement for hiring ex-service personnel This MoU is a step forward in Amazon India’s commitment towards an inclusive workplace. Amazon India signs a Memorandum of Understanding (MoU) with the Directorate General Resettlement (DGR), to provide ex-service personnel with work opportunities across its growing operations network, in India. With this partnership, Amazon India will continue to create fulfilling alternate career opportunities for ex-service personnel who have served the country. The MoU was signed between Liju Thomas, HR Director, Customer Fulfillment & Corporate, Amazon India Operations and Maj Gen MK Sagoch, Director General, DGR.
Swati Rustagi, HR Director, Amazon India Operations stated,“We, at Amazon, are consistently working towards strengthening Diversity, Equity and Inclusivity in our workforce where unique perspectives are valued and helps us grow. Our long-term vision for inclusivity is to develop a balanced workforce and this MoU is a significant step in that direction.” She further added, “We are humbled to work with the DGR and be able to share the workspace with our veterans from the Army, Air force, Navy, and their families. In alignment with Amazon’s global vision of hiring 25,000 military veterans by 2025, we will continue to hire remarkable talent and provide them with opportunities to leverage their strengths and capabilities in the future.” The association with DGR will further enable Amazon India to mobilize the untapped potential of veterans, giving it access to a greater talent pipeline. Veterans will have access to various work opportunities including a mix of individual contribution and managerial roles across its Fulfilment Centres, Sort Centres, and Delivery..
Read more at: https://www.peoplematters.in/news/diversity/amazon-india-inksmou-with-the-directorate-general-resettlement-for-hiring-ex-service-personnel28521 6
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Consumer audio & lifestyle brand boAt names its new CEO At boAt, Vivek Gambhir will be closely working with Aman & Sameer (Co-Founders) to drive the vision and accelerate the overall growth. Leading consumer audio & lifestyle brand boAt has appointed Vivek Gambhir as Chief Executive Officer. Till recently, Vivek was CEO and Managing Director of Godrej Consumer Products Limited (GCPL) where he spearheaded the transformation and global expansion of the organization to become a leading emerging market home and personal care company.
Aman Gupta, Co-founder, boAt said “We are excited to have Vivek as part of our growth journey. He is an industry veteran and has a proven track record in growing organizations, improving operations, and delivering stellar returns to stakeholders. We will benefit from his experience, insights, and knowledge as we look forward to the next phase of growth.” At boAt, Vivek will be closely working with Aman & Sameer (Co-Founders) to drive the vision and accelerate the overall growth. On joining boAt, Vivek Gambhir commented, “I am thrilled to join the boAt team. Over the last few years Aman, Sameer and the amazing team have built an awesome brand backed by fantastic products. While the brand has made tremendous progress, this is just the beginning. I look forward to working with Aman and Sameer to build India’s most loved consumer lifestyle tech brand. With our passionate and vibrant team, we will strive to be more innovative, harness newer growth opportunities, and build a distinctive culture.” Before joining Godrej, Vivek was a founding member of Bain & Company’s consulting operations in India…
Read more at: https://www.peoplematters.in/news/c-suite/consumer-audiolifestyle-brand-boat-names-its-new-ceo-28519
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