Opting to align with an organisation on a transformative journey, where one’s potential is not merely nurtured but also celebrated, represents a pivotal choice. This decision goes beyond the traditional employment paradigm, indicating a dedication to a platform committed to continuous learning, professional progress and personal development.
Croda India — a chemical-manufacturing company that creates and sells specialty chemicals — comprehends and fosters a vibrant and purpose-driven organisational culture, characterised by a collaborative spirit, diversity and innovation. In the workplace, each team member is valued as an integral part of the extended family.
In 2021, the company initiated its MOULD programme, recognising mentoring as a crucial tool for social learning. Understanding that adults tend to learn effectively through interactions and shared experiences, the HR team initially introduced the programme on a small scale, targeting the high-potential talent within the organisation.
The trial phase, which connected mentees with mentors from India and regional heads based in the Singapore office, yielded positive results.
Encouraged by the success of the trial, the organisation officially launched MOULD 2.0 in 2022, aiming to extend its impact. The programme was branded to create a sense of identity and pride among the participants.
Sonal Joshi, country human resource manager, CRODA India, explains that MOULD’s distinct approach involves pairing mentees with leaders from different functional domains, fostering cross-functional mentorship.
“This strategy has not only facilitated individual development but has also inspired participants to explore diverse roles within the organisation. The programme has become a catalyst for internal mobility, prompting individuals to embrace new challenges and contribute to their professional growth,” she asserts.
The positive outcomes have led to increased interest and enthusiasm among employees, with more individuals expressing a desire to be part of the MOULD programme. The organisation has witnessed a richer talent pool and observed a notable shift in employees’ perspectives, encouraging them to explore various opportunities for growth within the company.
In the company’s pursuit of an exceptional mentoring programme, Joshi shares that it is very meticulous in selecting mentors, ensuring they are seasoned leaders within the organisation. “Recognising the significance of mentor quality, we conduct specialised programmes to equip managers and leaders aspiring to become mentors with the requisite skills. This not only maintains the programme’s high standards but also adds a layer of expertise to the mentor pool.”
One specific feature that sets this mentoring initiative apart is the incorporation of reverse mentoring. This dynamic aspect mandates that mentees, in addition to receiving guidance, also play the role of mentors to their assigned mentors.
“This strategy has not only facilitated individual development but has also inspired participants to explore diverse roles within the organisation. The programme has become a catalyst for internal mobility, prompting individuals to embrace new challenges and contribute to their professional growth”
Sonal Joshi, country human resource manager, CRODA India
The company’s commitment to the mentoring programme is extended to a substantial percentage of the workforce in India, approximately 50 per cent, actively participating. This success has reverberated globally, with teams from the US and the Middle East expressing interest in replicating a similar model.
To ensure the efficacy of the programme, the company has adopted a very interesting approach to participant selection. High-potential individuals are identified through talent reviews, classified as ‘leap’ candidates or those ready for skill diversification, and form the core of the mentor-mentee pairs. Beyond initiation, it continuously assesses the programme through mentor and mentee feedback, offering a comprehensive view of its impact.
To overcome initial challenges, particularly regarding mentor commitment, Joshi reveals resorting to targeted mentor training. This not only reinforced the importance of their role but also instilled a sense of vision and contribution to the broader organisational learning process.
In addition to this successful mentoring programme, the company’s cross-pollination initiative has emerged as a robust strategy for fostering collaboration and skill exchange.
Additionally, the organisation’s dedication to employee well-being is clearly manifested in the creation of a designated creative corner called ‘MANAN’. A variety of recreational activities are offered, within ‘MANAN’, contributing significantly to employee relaxation and rejuvenation in the workplace.
This space, adorned with an array of books, board games and even meditation sessions, serves as a sanctuary for innovation and relaxation. It provides employees the freedom to explore their creative side, fostering a vibrant and dynamic work environment within the MANAN initiative.
The company believes that workplace culture is deeply rooted in principles of trust, continual development and learning from mistakes. This has been validated not just through the success of its mentoring and cross-pollination initiatives but also through the feedback obtained via culture surveys, listening groups and exit interviews. As it navigates growth, preserving this unique and supportive culture remains a top priority for the company’s HR and leadership teams.
