At Engro, we believe that our continued success can be attributed to the single-most important determinant – our people. We believe our employees remain our enduring advantage and whilst we believe that our ability to create high performance teams in a culture of inclusiveness, professionalism and excellence is what drives our success, after a thorough analysis we have identified critical aspects around human capital management that can enhance our people competitiveness.
In line with our analysis, we have devised a 3 year aggressive Human Capital (HC) & Talent strategy to ensure that our people come to work for an experience; remain engaged & aligned; ready to make their valuable contribution to our superior business performance.
After looking at the current indicators and carrying out an in-depth analysis of our HR practices, the resulting strategy focused on developing an enabling organizational culture that improves diversity and inclusion, employee engagement and the leadership pipeline.
By reviewing business talent needs and challenges, the essence of our HC Strategy was based on the Mercer 6 factor engagement framework. The key drivers identified for our talent management strategy launched in 2014 to be implemented over the course of the three years were:
Learning and Development
Leadership Development and Top Talent Framework
Succession Planning Framework
Diversity and Inclusion
Sourcing and Recruiting
A hybrid Training Framework that includes flagship programs from Dale Carnegie, Aon Hewitt, LUMS & KSBL was developed and introduced. Mapped against our competencies, the program has been tailor made to meet the development needs of our employees. Working with the international training consultants - Dale Carnegie, two different flagship programs were created based on our leadership competency model. This comprehensive framework enables us to embed key values and enhance the required skill-set of our employees to strengthen progress at Engro.
In order to ensure all employee development plans are successfully executed, detailed training need analysis was carried out by all HRs so that we can guide & equip our employees to realize their full potential & continue to provide them with opportunities for acquisition of knowledge for technical & managerial skills through various classroom & on the job learning exercises.
At Engro, we believe that our leadership today has tremendous responsibility to prepare the talent pipeline for the future. We focus on shaping future leadership by equipping employees with the right combination of skill set, attributes & experiences that prepare the next generation of employees to carry our legacy forward. To ensure the talent pipeline remains in line with the company’s growth objectives, we partnered with Aon Hewitt, the internationally recognized HR consulting firm to develop an extensive Top Talent Framework which would shortlist, assess, identify & develop the future leaders of Engro. This will strengthen our bench strength to reach our desired goal of 1:3.5
In order to equip our Top Talent employees further, we consciously integrate mentoring within our corporate framework as a meaningful two-way exchange designed to accelerate leadership development, boost employee morale & provide avenues for long term career development. In this regard, a formal mentorship program for all Top Talent employees was also launched, thus, paving the way for transforming Engro’s Top Talent into leaders of tomorrow by effective guidance received from the Mentors.
A highly effective and comprehensive CEO succession planning framework has been developed looking at key competencies and functional skills required for each CEO role at Engro.
The 7 step framework for CEO succession maps our existing leadership pipeline with the company’s 3-5 yrs strategy, furthermore, taking into account each successor’s functional & leadership competencies & charting out a robust development plan ensuring a healthy pipeline against each position.
Engro is deeply committed to enhancing diversity and inclusion practices, which play a pivotal role in defining our approach. We established a ‘Diversity and Inclusion Council’ consisting of Engro’s senior management including the President and the CEOs also. The council works together on a voluntary basis towards achieve our diversity vision and to drive forward our functional charter. The D&I Council works on a multi-pronged agenda to drive business results and ensure a healthy pipeline of a diverse workforce and drawing from individual strengths to meet our business objectives.
Furthermore, the Council works to build a culture of inclusion by educating relevant stakeholders and driving conversations to ensure adherence. A key focus in the ambit of the D&I Council is to institute and implement the Company’s stance of flexible work practices forging community partnerships with external stakeholders so Engro is a leader in championing diversity.
A review was conducted of our hiring process and a new system was implemented. The development of our group wide Recruitment Portal (www.careers.engro.com) has vastly improved our hiring process. The automation of our hiring process has significantly reduced the time taken to hire so that an employee is now hired in 15 days (a reduction from 29 days since 2014).
Career growth is also an integral part of our employee engagement with a constant focus on addressing individual development and issues under key impact areas which include work-life balance; performance management; career growth; and training & development. Employee Engagement is now an integral part of all manager KPIs and is strongly embedded in our culture with constant feedback available through various focus groups and other platforms. We have leveraged internal talent across the group facilitating internal growth and career moves for employees with a focus on engagement that resulted in over 49% internal moves during 2015.
To ensure that we remain the most sought after employer amongst a varied group of individuals, we continued our focus on implementing a holistic strategy for employee engagement and organizational development. Earlier we had identified the high impact areas and through the year we demonstrated a group-wide emphasis on these key determinants which included areas such as performance management, career growth, work life balance and training & development. In addition, we recalibrated our engagement strategy through frequent focus groups that were conducted during the year; consequently, exceeding our target set in 2013 and achieving a stellar engagement index of 73% on a consolidated group-wide basis.
Leading with a legacy of 50 years, 10,000 plus direct and indirect employees, reaching & touching lives of more than 20Mn plus each day, & an investment of more than US$3Bn- Working with us will be an experience each day. Where you feel part of a family, involved in driving the next big agenda & impacting lives and bridging meaningful change.