In the bustling world of corporate strategy, the synergy between mission and vision often takes centre stage. But amidst these grand pronouncements, a crucial element can sometimes be overlooked: the human resource (HR) team, the lifeblood of employee satisfaction and growth. At Kraft Heinz, the multinational food giant, they understand this truth all too well. Here, the heart of the organisation – its people – are actively listened to, fostering a thriving and innovative environment.
“It’s not just about hearing what employees say,” emphasises Priyanka Sharma, head of HR, Kraft Heinz India GCC. “It’s about truly understanding and translating that feedback into action.” This philosophy permeates the company’s culture, with a robust listening infrastructure featuring brown bag sessions, floor connects, skip-level meetings, town halls, and pulse surveys.
The key, as Sharma explains, is creating a safe space for honest expression. “These are confidential sessions, with no set agenda,” she says. “Employees can discuss anything that’s on their mind.” This open communication fosters trust and sets clear expectations.
“It’s not just about hearing what employees. It’s about truly understanding and translating that feedback into action.”
Priyanka Sharma, head-HR, Kraft Heinz India GCC
Transparency is paramount. Whether it’s addressing budget constraints or explaining why certain suggestions can’t be implemented, honesty lays the foundation for a positive dialogue. It also helps build an inclusive environment, where diverse needs across age, gender, ethnicity, and background are catered to.
Kraft Heinz achieves this through a dynamic ‘talent heat map’. This tool identifies emerging patterns and employee needs across demographics. In their Global Capacity Centre (GCC) in Ahmedabad, these needs are further segregated into actionable clusters, including diversity clusters. This allows for targeted engagement with underrepresented groups, enrolling them in tailored learning programmes.
For instance, new managers often face challenges transitioning from individual contributor roles. The company addresses this by providing curated learning programmes to equip them with the necessary leadership skills.
Similarly, recognising that diverse backgrounds present unique challenges, Kraft Heinz provides support through specific initiatives. Someone on maternity leave might require a footrest due to swelling, and the HR department ensures such needs are met, even if it means purchasing the item out of pocket.
“Open dialogue and responsive action are key,” asserts Sharma. “When employees see their input leading to tangible change, it strengthens our commitment to diversity and inclusion.”
Active listening extends to professional development as well. Through psychometric evaluations, the company understands individual motivations and strengths. Learning frameworks are then crafted based on role criticality, required competencies, career aspirations, and experience.
For example, someone with strong operational skills but weak strategic thinking might be enrolled in strategy courses, despite their preference for execution. While they may appreciate the training, honest conversations reveal career limitations within the organisation if their core talents lie elsewhere.
“Age and personal drive also play a part,” emphasises Sharma. “Someone in their mid-50s may pursue an MBA with gusto, while another in their late 40s might be content winding down towards retirement. We respect and adapt to these individual differences.”
These assessments lead to a multi-tiered learning structure, encompassing foundational, technical, functional, and leadership tracks. Foundational training equips entry-level employees, while technical and functional tracks focus on subject-matter expertise. These tracks are rigorously tailored to specific roles. The leadership track even partners with leading Indian universities, allowing top talent to pursue advanced diplomas.
Furthermore, diversity tracks address the unique challenges faced by underrepresented groups. Kraft Heinz ensures top talent can engage with leaders to provide feedback on these programmes. Additionally, ‘engagement ambassadors’ – volunteers from each function – act as the company’s eyes and ears on the ground.
The results speak for themselves. With a consistent focus on employee centricity, Kraft Heinz boasts a stable retention rate of 10-12 per cent across the centres. And by continuously reviewing and adapting its HR policies through real-time feedback, the company ensures a truly people-centric future.
In a world obsessed with pronouncements, Kraft Heinz reminds us that sometimes, the most powerful tool lies not in grand pronouncements, but in the simple act of listening. By truly hearing its people, Kraft Heinz has cultivated a vibrant and innovative environment where all voices are valued, and everyone has the opportunity to thrive.