Assignment 1- Comparison of two companies in the

different industries

In this document, I have compared two companies, HUL from the FMCG sector and TCS,
from the IT sector among various different grounds, I,e., revenues, employees, strategies,
and their HR practices.

1.

COMPANY PROFILE

HUL is an Indian subsidiary of Unilever, which is a British-Dutch multinational company.

Hindustan Unilever is the largest fast-moving consumer good (FMGC) company, HUL is the
leader in home & personal care product and food & beverages.
With 35 brands and 20 distinct HUL is With 35 and 20 distinct HUL is leading in India market
and holding 38.9‰ in the Indian economy.
Some of the famous brands of HUL are Dove, Lux, Lifebuoy, Pears, Hamam, Lyril, Rexona,
Surf Excel, Wheel, Comfort, Clinic Plus, Sunsilk, Fair & Lovely, Pond's, Lakmè, Vaseline, Bru,
Taj Mahal, Lipton, Brooke Bond, Cornetto, Kisan, Annapurna, Magnum, Close up, Pepsodent,
and many more, And those band are used by 2 billion people every day.
HUL has about 18,000 employees and has revenue of INR 38,785 Core (us 5.4 billion) (2019-
20).

Business Strategy at HUL

The core competency of HUL is its wide & versatile distribution network. The various
strategies adopted by the company to remain ahead of its competitors are as follows:

 Among many strategies, HUL considers Mergers & Acquisitions, mainly acquisitions
as their preferred mode of strategy for rapid expansion.
 The company has designed unique metrics and made many adjustments to the
organizational structure.
 The company has also designed a flexible supply chain and network.
 The company focused on the hub and spoke model for its distribution of its products.
 In its projects, it is ensured by the company that top leadership participates in the
project.

HR Practices At HUL
Efficient and productive HR activities are truly important for each organization. It also has its
HR activities, which aid a lot in achieving the goals.
HRM Programs at every company aim to update, redefine, review, renovate, redesign,
revitalize, and restructure the organization's architecture. These are easily tackled through
the alignment and introduction of HR policies & methods with corporate goals & targets.

The HR Practices of HUL are as follow:

 Recruitment and Selection

 Performance Management
 Training & Carrier Development
 Compensation
 Employee engagement

RECRUITMENT AND SELECTION

 RECRUITMENT

It is a way of discovering the sources of manpower to fulfill the staffing schedule

requirements and using the appropriate measures to attract the manpower in adequate
numbers to facilitate effective selection of an efficient workforce.

PROCESS:-
• Identifying criteria (hiring vs. exit), upcoming vacancies, types of workers required.
• Create suitable strategies to attract appropriate applicants.
• To attract as many candidates as possible.

SOURCES OF RECRUITMENT:-
 Internal sources
 External sources

Internal Sources:-

 Present employees
 Retired employees
 Dependent on the present
 Employee Referrals
 Walk-ins Head Hunting
 Mergers & Acquisitions
 External sources:-

 Campus recruitment
 Private employment consultant
 Casual Applicants Trade Unions

It helps turn the company plan into the needs of people. In order to meet the changing
needs of the organization, a combination of internal recruitment, campus recruitment, and
executive search is leveraged.
In today's fast-changing business climate, companies need to respond to people's
requirements quickly. It is, therefore, necessary to get a well-defined recruitment policy in
place that can be efficiently applied in order to achieve the best fits for the vacancies.

The Recruitment and selection process of HUL:-

HUL Ltd's recruitment process begins with the necessity of the various departments as per
the org map. So they notify the department of human resources. HR Department takes the
applications from the Company's Data Base, Application from, etc., then does the
shortlisting, then does the interview schedule. After this, the process of finding and
bargaining occurs. Then a letter of offer shall be given to the candidate selected. Then the
employee joins in the organization. The company then arranges the employee's Induction
Program. After this, the process of recruiting ends with this.

PERFORMANCE MANAGEMENT

It is a systematic method of systematically and critically evaluating the success of employees

towards their objectives. It provides input for yearly increases, training, and development.
The goal should be not only to get the best people for an organization but also to keep them
and get the best out of them. Employee performance management involves preparing
research and setting goals, improving performance capability, continuous monitoring, and
assessment of results.
Simply put, a performance management program is important to any organization's success
as it affects employee engagement, which in turn improves business results at the bottom
line.

An effective Performance Management System should achieve the following:-

 Review the employment cycle of every employee,

 Beginning with the recruiting process,
 Employee development,
 Ending with effective exit interviews.
 Employee's knowledge, skills, and abilities with the organization's human capital
needs and business objectives.
 Provide managers and employees with the tools necessary to focus on short-term
and long-term goals that contribute to both career and organizational success.

HUL 's performance measurement primarily includes the following core processes:-
1. Yearly goal setting
2. Half-year analysis
3. Annual analysis of its results
 TRAINING AND DEVELOPMENT
The training and development program is charted to cover the number of existing staff
trainees. The plans also include the selection of qualified staff to carry out development
programs, the duration of training and development activities, and the distribution of
budgets. Training and development courses, depending on the work requirements and
study, may also be planned.
Training and development plans, based on work description and research, may also be
planned. Work research also enables the selection of trainees.
The organization has a strong emphasis on preparing personnel according to their needs.
The internal training department aims to improve the skill sets relevant to the employee's
work profile. That includes better communication, Different skills, E-mail programming,
Operation systems.
The training purpose determines what aims to reach by the end of the training program.

Meaning of training & development according to HUL: -

Training: Training refers to the process of giving specific knowledge and skills. An employee
who is in training is presumed to have received some formal education. Without an element
of education, there is no complete training program. Then we may assume that Operators
are given training.

Development: Development means opportunities for learning designed to help employees

grow. Technology isn't a candidate's performance towards skills. Rather it offers the general
information and behaviors that would be beneficial to higher-position employers. The
development gives awareness of the market climate, management concepts and strategies,
human relationships, relevant industry research, and the like to make an organization better
management of a company.
The training inputs are:-

 Working experience
 Education-Education
 Evolution
 ethics
 Problem Solving skill sets
 Decision to
 Changes in behaviors
Hindustan Unilever has provided its workers with both vertical and lateral growth
opportunities in all business units located in India. India was one of a few countries with a
major presence in all the different business divisions – Research, Production, Testing,
Consultancy, Sales & Marketing, and Support. Employees may switch according to their
areas of interest between the business units. In addition, employees were provided with
exposure to different business units through the mentoring of senior Unilever employees.

COMPENSATION

Hindustan Unilever provides incentive packages on a similar or higher basis than industry
norms based on the professional expertise and experience of the applicants. Employee
benefits were uniform across workers.

The benefit schemes were re-evaluated twice a year. The benefit programs included:
 Medical benefits aimed at keeping workers safe and motivated.
 A variety of qualified therapy and support programs for employees and qualifying
family members.
 Encouragement for workers to relocate if they are relocated and help them settle in
a new location easily.
 Emergency assistance programs for employees and their eligible dependents
traveling on business to locations worldwide.
 Business stock gives workers the ability to share the rewards of the company's
success.

EMPLOYEE ENGAGEMENT

Employee engagement is a measure of how workers are engaged and committed to their
company and values. Employee engagement is how the employee thinks towards his or her
job and whether or not he or she is happy with the jobs.
 References :
 Hindustan Unilever (HUL) - IBEF.
https://www.ibef.org/industry/fmcg/showcase/hindustan-unilever-hul
 http://www.hul.co.in/
 http://www.managementparadise.com/pongal1990/documents/8112/best-hr-
 http://en.wikipedia.org/wiki/Hindustan_Unilever
2.

COMPANY PROFILE

TATA Consultancy Services Limited (TCS) is an Indian multinational information technology

(IT) service and consulting company. TCS is a subsidiary of the Tata Group Conglomerate.
TCS is the second-largest India-based BPO services. It is ranked 11th in the list of the top
company in India by Fortune India 500 list. TCS became the first Indian IT company to reach
$100 billion in market capitalization in 2018. TCS headquartered is in Mumbai,
Maharashtra, India.
TCS is one of the largest private-sector employers in India.TCS operates in 149 offices across
over 46 countries, including India, with 448,464 number of employees.
TCS revenue is US$22.0 billion(2020)

Business Strategy of TCS

Generic business strategies followed by TCS are as follows:

 Provides low-cost Global delivery

 Focus on customer retention and customer relationship management in order to
increase business revenue
 Provide high and niche offerings, such as consulting.
 Has strong resources for training and learning & has a strong knowledge
management system
Business level strategies followed by TCS are:
  Global Strategy – TCS operates in many different countries, globally. Its operations
focus on mainly implementing Customer-centric and integrating an approach that
will help them to control external factors arising from Western countries.
 Strategic Alliances – The company has alliances with many companies such as Intel,
HP, etc.  The relationships with the international technology vendors have made TCS
maintain a holistic approach to create joint venture opportunities 
 Acquisition Strategy – In this strategy, the company divides itself into two
components organic and inorganic. Through the inorganic way, the company look at
expansion options has set up an internal team that will focus only on acquisition
strategies.
 Co-innovation network (Coin) strategy – With the help of this strategy the company
collaborate to a "Globally Distributed Network (GDN)

HR PRACTICES OF TCS

The HR Practices of TCS are as follow:

 Recruitment and Selection

 Training
 Retention and attrition
 Learning and development
 Leaves and Holidays

RECRUITMENT AND SELECTION

Key points of recruiting:-

Internal search- Recruiting by this approach is known to be the most efficient way because
it provides the company with reduced expenses and time for the recruitment cycle and
generates a sense of satisfaction for workers.
Employee referrals- Recruitment system in which existing workers are promoted and
praised for recruiting effective candidates from within the individuals they meet. TCS has a
scheme to bring your buddy.

Employment Agencies- Employment services are organizations that try to locate work for
the job-seeker or assist employers in locating a worker to fill vacancies that are available.
Educational Institutes- During the placement season, educational institutions, especially
well-known ones, turn into hunting grounds for new talent-seeking organizations.
Interesting application- Applicants submit their applications to the management, either via
letter or e-mail, in person or via the organization's website, and demonstrate their interest
in jobs with the organization.

They collect all applications from the above-giving method, and then they will their selection
process.

The screening process

1. Written (Test of Aptitude)
2. Interview (Technical and non-technical)
3. Solving Group Problems

TRAINING

In training in TCS, it majorly focuses on alignment an attunement. The practice they follow is
four-voice – the voice of wealth, the voice of the customer, the voice of the employee, and
finally, the voice of technology. Along with this, they also train via scenario-building
workshops. In these workshops, wealth creation, enhancing productivity, resource
allocation, and teamwork, etc. are looked into.

RETENTION AND ATTRITION AT TCS

TCS persists with strict service contracts as a retention tool. Work pressure is quite less in
the organization compared to other similar organizations. Attrition at TCS was reported at
11.5 percent, with IT services witnessing attrition of 10.8% and BPO at 18.3%. Also, TCS
follows a unique approach to retain employees. In this approach, If an employee leaves TCS,
then in the future, they cannot join back the organization.

LEARNING AND DEVELOPMENT

TCS focuses heavily on learning and development. They motivate employees to learn and
implement new things. They have provided many resources for learning and development.
Various programs launched by the organization are as follows:

 Initial Learning Program

 Continuous Learning Program
 Leadership Development Program
 Foreign Language Initiative
 Workplace Learning

LEAVES AND HOLIDAYS

In the leave system, the company has its own leaves and holiday structure, and it is as
follows:

 Ten paid holidays per calendar year – 8 fixed and two flexible
 16 earned leaves per financial year
 Casual leaves- 7 per financial year
 Sick Leaves – 10 working days per financial year.
 References
 https://www.slideshare.net/mobile/renukapatnaik1/hr-practices-in-tcs
 https://www.slideshare.net/mobile/sumitsanyal007/hr-practices-in-tcs-191090984
