TALENT ACQUISITION PRACTICES OF

SALES FORCE IN FMCG INDUSTRY

Group 8
Sameer Chavda – 18PGHR19 | Lovey Choudhary – 18PGHR31 | Palash Jhawar – 18PGHR35
Ritu Surana – 18PGHR38 | Sudiv Gulla – 18PGHR49 |Surbhi Dua – 18PGHR51
 Introduction
FMCG Sector in India

Fast-moving consumer goods (FMCG) sector is the 4th largest sector in the Indian economy with Household and Personal Care accounting for
50 per cent of FMCG sales in India. Growing awareness, easier access and changing lifestyles have been the key growth drivers for the sector
 Objectives

The rationale behind the project, is to understand the change in the way organizations specializing in FMCG are using the various channels for
recruitment and analyse the factors contributing to the employer brand. The project involves various objectives that were achieved during the
course of the term and are as follows:

To compare employer brands using Keller’s brand equity model

1.To understand effectiveness of employer branding by analysing

careers webpage & social media

1.To analyse the compensation and recruitment trends across

FMCG companies.
 Research Methodology

We would compare talent acquisition practices across various companies in the FMCG sector. We start out by comparing various employer
branding initiatives across multiple channels like social media, career pages and word of mouth. For TA practices we collected primary data
from our peers and alums. We have applied Keller’s framework of brand equity to analyse the employer brand of various companies under
four headings; namely

1. Employer Brand Familiarity

2. Functional Association
3. Symbolic Association
4. Experiential Factors

For the following brands;

1. ITC
2. Godrej Consumer Products Pvt Ltd
3. Marico
 Keller’s Model

A model very similar to Keller (2001) brand pyramid we can identify and construct employer-based brand pyramid.

The bottom of pyramid has employer brand familiarity or the awareness as the
building block. Awareness has two criteria as the recall of employer name and
recognition of the brand

Next comes the employer brand meaning which consist of functional and
symbolic associations. The functional association talks about the tangible
attributes like the pay, promotion reward, career growth etc. The symbolic
associations are linked to what the company does for it employees and
makes itself stand out.

The next building block of great employer brand is the judgment people have
about the organization and feelings attached to it as to do they feel proud to
be part of this organization.

At the peak of the pyramid is employer brand relationship or resonance as

referred by Keller in his pyramid. The strong behaviour loyalty is shown to the
brand can be created by brand endorsement, brand allegiance and brand
commitment. These three factors generate brand citizen behaviour (BCB)
which create an intense and active loyalty for the employer brand by the
employees
 Employer Brand Familiarity
Social Media Analysis

ITC Marico GCPL

Platform LinkedIn Facebook

Platform LinkedIn Facebook Platform LinkedIn Facebook
No. of 479,313 36,088 No. of 104,214 77,710 No. of 140,806 2600

followers followers followers

Frequency of alternate days alternate days Frequency of alternate days alternate days Frequency Once in two days Inactive
post post of post
Message  Awareness of brand and growth aspirations  Brand Image Message  Employee story on CSR initiative
Message
for the current and future employees  Sense of pride in current employees  Hiring links (careers page, creative
Conveyed Conveyed Conveyed
 Innovations done by the company  Benefits of working with MARICO questions (video), video of employee
 Brand Image  Awareness of brand and growth aspirations experiences
 Career opportunities available for the current and future employees  Rewards and Recognition (leading
 Entering a category based on consumer with purpose and values)
preferences. Taking the right decisions  Sustainability through products
 Inspiration from learnings of leaders  Employee and leader’s experiences
 Big events attended by leaders
 Employer Brand Familiarity
Website Analysis

Comparative Analysis of website for the month of

July 2019 with June 2019

Comparative analysis of the website of three

companies on Number of Visitors over a period Comparative analysis of the website of three
of 6 months companies on Average Visit Duration over a
period of 6 months
 Functional Association
Glassdoor Rating

ITC

Marico

GCPL
 Functional Association
Compensation Strategy

Average compensation
Job ITC Marico GCPL PepsiCo HUL P50
We can observe from the tables that ITC Area Sales Manager ₹ 13,01,068 ₹ 18,84,205 ₹ 22,96,310 ₹ 19,05,500 ₹ 25,49,932 ₹ 19,05,500
follows bellow market strategy and tries
to target P25
Sales Executive ₹ 5,39,598 ₹ 8,89,619 ₹ 6,46,420 ₹ 7,07,000 ₹ 7,60,000 ₹ 6,46,420
Brand Manager ₹ 29,23,179 ₹ 30,71,000 ₹ 32,47,500 ₹ 25,50,000 ₹ 30,58,066 ₹ 26,99,272
HR Manager ₹ 18,27,810 ₹ 22,50,000 ₹ 15,49,000 ₹ 14,87,876 ₹ 23,54,000 ₹ 15,12,326

We can observe from the tables that

Marico follows above market strategy
and tries to target P50/P75
Job ITC Marico GCPL Pepsico HUL

Area Sales Manager Below P10 P25 P75 P50 Above P90
We can observe from the tables that Sales Executive Below P10 Above P90 P25 P50 P75
GCPL follows above market strategy and
tries to target P75 Brand Manager P25 P75 Above P90 Below P10 P50

HR Manager P50 P75 P75 Below P10 Above P90

 Symbolic Association
ITC Marico GCPL

The talent brand "Building winning The evaluation system is based not only on Core to their employer brand, is the
businesses. Building business leaders. performance, but also on potential philosophy of tough love.
Creating value for India.", reflects its
commitment to nurture world-class talent
whilst providing people the opportunity
to develop as leaders and make a the Personal Development Planning The expectations are set high for each
contribution to a larger purpose. (PDP), which is different from the member, and are differentiated on the
Performance Management Process. Here, basis of performance and potential
the employees are empowered to create through career opportunities and rewards
their own career path rather than follow a and lay particular emphasis on
The strategy of organization is based on
pre-determined course. developing, mentoring and training of an
the principle of distributed leadership in
individual.
order to unleash the entrepreneurial
energies of managers

The strategy of organization and its on- The employees are encouraged to set
going emphasis on developing and ‘stretch-targets’ for themselves. No caps on
supporting distributed leadership have incentive plan.
ensured that each of the company's
businesses are managed by a team of
competent, passionate and inspiring
leaders.

ITC
Attracting and nurturing quality talent
supported by significant investments in
learning and development; a culture of
empowerment, care and concern
supported by systems and processes that
encourage engagement and involvement
Experiential Factors
Marico GCPL
The employees are given the title of Godrej has invested significantly on
members to instill a feeling of ownership of learning and development initiatives
the business amongst them. across the board as it promotes its own
philosophy of grow from within which has
led to significant retention of its staff
At Marico, members are encouraged to
lead businesses instead of simply
working for them. This by creating roles
that foster early responsibility, Some key initiatives include:
independent decision making and
eventually their growth in the business. It • Godrej Organization for Leadership
stems from an empowering work culture
that encourages them to take complete Development
ownership of their business and run it as • SPARKS
if it were their own
• GALLOP
• E-Gyaan
Three pillars of progress pave the way to
these roles - challenge, enrich and fulfill.
 Talent Acquisition

ITC

Recruitment Philosophy Recruitment Process

ALIGNMENT
Application Psychometric
CULTURE FIT TO COMPANY Form
CV Screening
Testing
Marico VALUES

SUCCESS FOCUS ON Interview

Group Interview
PROFILE AT FMCG round 1 -
Discussion round 2 - HR
MARICO EXPERIENCE Technical

Initial Shortlisting is done basis – prior CV based Aptitude ASM round ZSM round DH
HR round
work ex - FMCG preferred like HUL, RB, shortlisting Test interview interview optional
Nestle, etc.
GCPL Look for 2 to 3 years for non-metro, 3
Competencies that they look for
to 4 years for metro location, education
– Graduate or PG (preferred), Gender • Functional capabilities like data analysis, team management, channel partner
diversity (basis friendly locations), management
budget, age (max 35 years) • Behavioral capabilities – Godrej Capability Factors
• Other Capabilities like Street Smartness, Influencing etc

As the war for talent intensifies, companies are under immense pressure to innovate and differentiate themselves in their bid to attract and retain
the right talent and resources. Here are four key trends in employer branding that are likely to take center-stage in 2019
Leadership by example
• New recruits and employees
are increasingly looking to
relate to leaders who embody
the values the organization
stands for
• CXOs, in turn, are responding
by setting the standards for
tone, passion, ethics, work
practices and enthusiasm that
they want in their
organizations
• Lego, Google and Starbucks
are just some examples with
strong leadership that
personifies the work ethics and
culture these brands stand for.
Future Trends
Focus on atypical employment
models
• Job roles are becoming more
transient than ever before and
the typical 9-to-5 job is no
longer an aspirational target
for the new-age employee
• Companies need to allow and
plan for atypical work
practices, including remote
working, flexi-working, hot-
desking, project consulting,
unlimited leave practices and
more.
• Netflix and LinkedIn offer their
employees ‘unlimited vacation’
which works well in an
environment based on trust
and mutual respect.
• Dell created the ‘Connected
Workplace’ program that
enables employees to work
remotely.
Emphasis on employee growth
and wellbeing
• Many organizations have
reworked their reward and
development policies to
include a multitude of well-
being programs.
• Deloitte reports that
expanding well-being
programs to encompass what
employees really want and
value is now essential for
organizations to boost the
firm’s social capital and project
an attractive employment
brand
• Companies will also need to
focus on increasing employee
engagement and invest in
employee growth and career
development, making them
feel valued. .
Social-driven recruitment and AI
• Social media continues to be
one of the most invested
channels for accessing new
talent. This will increase in the
coming years and employee-
focused communication, both
internal and external, will gain
significant momentum
• There will be a paradigm shift
in the way organizations use
social media - from merely
representing the brand online
to consciously guiding
employer branding strategy
and social communication to
achieve corporate objectives
• There will also be greater
software integration and the
use of AI to increase employee
engagement and productivity.
Thank You
References
1. www.glassdoor.co.in
2. www.facebook.com
3. www.semrush.com
4. www.godrejcareers.com
5. marico.com
6. www.itcportal.com
7. economictimes.indiatimes.com
8. www.researchgate.net
9. www.emerald.com
10. www.brandingstrategyinsider.com
11. www.ibef.org