portfolio > hcl technologies
Creating a strong employer brand
In knowledge industries such as IT services, companies battle it out not just for more business. An equally fierce war is fought over talent. It has been said that less than one in five techies graduating out of Indian engineering institutes are ‘employable’. This makes the need for articulating a compelling employer brand proposition, and creating a distinct employer brand.
Employee first, customer second
This is how HCL Tech famously defined its employer brand proposition, turning conventional wisdom on its head. The logic, however, was impeccable – ultimately, it takes a happy employee to create a happy customer. To make this philosophy concrete and actionable, a holistic approach was adopted that comprised enabling processes, tools, opportunities and rewards.
Engaging both internally and externally
The communication task was to create engagement across every stage of the employee life cycle – right from recruitment to induction, career planning, R&R, and even once they exit to become alumni. Using both online and offline channels, HCL’s framework of innovative initiatives and platforms became the basis for ongoing communication – whether it was campaigns for launching portals like the Knowledge Portal or Quality Portal and encouraging their usage and contributions, or announcing a dress code in a manner that doesn’t lead to a backlash, or to introduce the concept of an Employee First Council for ‘participative management’ vis-à-vis certain HR policies, or creating involvement with a mega event like the company’s global customer meet with an exciting contest. It's a matter of pride for us that Harvard Business School teaches a case study on change management at HCL Tech, driven by the Employee First proposition.
Employee first, customer second
This is how HCL Tech famously defined its employer brand proposition, turning conventional wisdom on its head. The logic, however, was impeccable – ultimately, it takes a happy employee to create a happy customer. To make this philosophy concrete and actionable, a holistic approach was adopted that comprised enabling processes, tools, opportunities and rewards.
Engaging both internally and externally
The communication task was to create engagement across every stage of the employee life cycle – right from recruitment to induction, career planning, R&R, and even once they exit to become alumni. Using both online and offline channels, HCL’s framework of innovative initiatives and platforms became the basis for ongoing communication – whether it was campaigns for launching portals like the Knowledge Portal or Quality Portal and encouraging their usage and contributions, or announcing a dress code in a manner that doesn’t lead to a backlash, or to introduce the concept of an Employee First Council for ‘participative management’ vis-à-vis certain HR policies, or creating involvement with a mega event like the company’s global customer meet with an exciting contest. It's a matter of pride for us that Harvard Business School teaches a case study on change management at HCL Tech, driven by the Employee First proposition.
|
|
|
|
