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  • S R HR D: Trategic OLE OF AT Abur

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    Suresh Prasad
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    This document discusses the strategic role of HR at Dabur, an Indian FMCG company. It first provides context on the Indian FMCG industry and Dabur's position as the 4th largest player focused on ayurvedic products. It then outlines Dabur's competitive strategies of acquisition and innovation. It establishes the link between these strategies and the critical success factors and desired employee behaviors needed. Finally, it presents an HR strategy framework to align HR practices like compensation, development and structure to influence the critical success factors and drive the required role behaviors to support Dabur's competitive strategies.

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    This document discusses the strategic role of HR at Dabur, an Indian FMCG company. It first provides context on the Indian FMCG industry and Dabur's position as the 4th largest player focused on ayurvedic products. It then outlines Dabur's competitive strategies of acquisition and innovation. It establishes the link between these strategies and the critical success factors and desired employee behaviors needed. Finally, it presents an HR strategy framework to align HR practices like compensation, development and structure to influence the critical success factors and drive the required role behaviors to support Dabur's competitive strategies.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
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    16 views7 pages

    S R HR D: Trategic OLE OF AT Abur

    Uploaded by

    Suresh Prasad
    This document discusses the strategic role of HR at Dabur, an Indian FMCG company. It first provides context on the Indian FMCG industry and Dabur's position as the 4th largest player focused on ayurvedic products. It then outlines Dabur's competitive strategies of acquisition and innovation. It establishes the link between these strategies and the critical success factors and desired employee behaviors needed. Finally, it presents an HR strategy framework to align HR practices like compensation, development and structure to influence the critical success factors and drive the required role behaviors to support Dabur's competitive strategies.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
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    of 7

    STRATEGIC ROLE OF HR

    AT DABUR
    Amit Kumar | Bjrn Jonathan Weber | Gunajit Brahma | Mamou Mickael | Pramod Chandra | Neha | Suresh Prasad

    FLOW OF PRESENTATION
    Indian FMCG Industry & Dabur
    Competitive Strategy Linkage between competitive strategy & HRM Strategy Map

    Indian FMCG Industry


    Size: US $33 billion - AC Nielsen Report, March 2011 Y-O-Y growth of 13.4% Factors: Rising income levels, growing middle class, young population (median age: 26 yrs)

    Dabur
    4th largest FMCG company in India Worlds largest ayurvedic and natural health and personal care company Presence in different categories: Health care, personal care, home care, foods

    COMPETITIVE STRATEGY

    Acquisition:
    Geographic/ Market expansion M& A

    Innovation:
    New products/ new variants

    ESTABLISHING LINKAGE BETWEEN COMPETITIVE STRATEGY AND HRM


    Business environment
    Local and international players, intense competition, consumers can choose from a host of brands Growth drivers: existing brands, new products, enhanced visibility Efficiency drivers: lower input costs, robust supply chain Acquisition and innovation, branding

    Business drivers for the industry

    Chosen competitive strategy of the organization

    CSFs: Number of products or variants rolled out, developing new categories Identify CSFs and required role behaviors inside the organization behaviors: creative, research Role driven, risk taking, resilient

    Identifying and recruiting product HRM practices that influence the CSFs and drive role behaviors development specialists, encouraging all employees to come up with new ideas by rewarding new ideas

    HR STRATEGY FRAMEWORK
    Business Strategy Dimension (1) CSF for business Desired Role HR Strategies to align (3) Related Organization Competency Comp & behavior Structure Development Rewards (2)
    Proactive, Research driven, Long term focused, Cooperative Focus on integration of different cultures Understandi ng market conditions; Assessing market potential Performance system that rewards cooperation

    Acquisition Number of markets present in; Revenue diversification; Synergistic and good strategic fit Innovation New products/ variants, categories; Strong focus on innovation

    Proactive, Creative, Research driven

    Innovation focused culture

    Product developmen t/ Category training

    Rewarding new ideas. Sourcing

    Thank you.

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