New to HR in FMCG: How Do I Start Revamping and Formalizing Processes?

Hi all!

I am an MBA-HR fresher who recently joined a well-known FMCG company in Pune. This company has the traditional Personnel & Admin (P&A) Dept which takes care of all statutory compliances, salary & wage administration, and the like. It does not have an HR dept as such.

I plan to revamp certain HR processes such as introducing a competency-based performance appraisal system in place of the existing traditional one, having a formal recruitment & selection procedure in place, etc., and also setting up new HR practices such as formal induction, introducing training programs, an exit policy, making an HR manual & induction manual, etc.

I am pretty clear of the things I have to do but am just a bit confused as to how to go about doing these things, from where to start and so forth. I, therefore, request the seniors in this forum to kindly help me in this regard by giving their valuable guidance and suggestions.

Thanks and regards,
Swaroop Kulkarni

Hi Swaroop,

Congrats on this bold move. It might be better not to start with performance appraisal-type critical functions. Identify simple and non-controversial tasks that are beneficial for both your investors and workforce. Always keep in mind that you are the connector between the people and the investors.

Before taking any action, gain a systematic understanding of your company, investors, workforce, IR history, overall environment, resistance to change, strengths and weaknesses, overall employee satisfaction levels, and investors' goals, etc.

My suggestion is to allocate 65% for planning, 25% for execution, and 10% for continuous improvement.

You may find this blog post useful: blog post.

Wishing you the very best.

Hi, Swaroop.

Almost all new recruits are fired with a missionary zeal to revamp the existing system. This is particularly true with fresh MBAs who are keen to apply their learning in the work situation. However, you need to tread with caution because there are things like organizational culture, management perspectives, and strategy which have a major bearing on the current practices followed.

Once you appreciate this, then any change you would like to introduce must be bounced off key management people, and it is vital that you get their nod for your suggestions. Begin with introducing an induction program. Once that system is put in place and appreciated by all, it gives you more leeway to explore other avenues. Focus first on strengthening existing systems and then on bringing in new changes and then new systems. Be aware that there will always be resistance to anything new or to any change.

Best wishes.

Dear all,

I thank you all sincerely for your advice and will definitely keep in mind all the points mentioned above. I shall keep you updated on the same and hope to receive the same guidance from you whenever I'm in need of help.

Thanks and regards,
Swaroop Kulkarni