In the rapidly evolving world of FMCG, staying ahead requires more than just a great product. It demands a workforce that embodies an organisation’s ethos and drives its vision forward.
At Bikaji Foods International, known for its authentic Indian snacks and sweets, this means crafting an employee value proposition (EVP) as distinctive as its offerings. With over 2,800 employees and a footprint expanding globally, Bikaji is navigating the challenges of growth by blending traditional values with modern HR practices.
“We’re rooted in legacy but forward-looking in approach,” says Deepshikha Thakur, Chief People Officer of Bikaji Foods International. From navigating talent shortages in tier-two and tier-three cities to integrating automation and AI in HR functions, Bikaji is redefining its strategy to attract, develop, and retain talent.
“While certain aspects remain standardised, tailoring benefits to local contexts allows us to stay relevant and attractive.”
Deepshikha Thakur, Chief People Officer, Bikaji Foods International
Navigating talent gaps in emerging markets
Recruiting in tier-two and tier-three cities presents unique challenges, including skill shortages, infrastructural limitations, and cultural nuances. Yet, Bikaji has turned these obstacles into opportunities. “We define success profiles for each role and look beyond the FMCG sector to attract diverse talent pools,” explains Thakur. For senior roles, the focus extends to behavioural and functional competencies, while junior-level hiring prioritises operational consistency for seamless onboarding.
The company’s culturally inclusive workforce, comprising employees from diverse regions such as Bengal and Bihar, has been a critical advantage. Many have remained loyal to the organisation for decades, enriching its operational resilience. “Their dedication minimises cultural challenges, ensuring smooth integration across teams,” says Thakur.
Upskilling as a strategic priority
Though in its nascent stages, Bikaji’s upskilling efforts are poised to expand significantly. On-the-job training currently forms the backbone of its skill development strategy. Seasoned supervisors mentor new employees, particularly in specialised segments like frozen foods and sweets production. Functional training is seamlessly integrated into daily operations, while structured certification programmes are being developed to formalise these efforts.
“We aim to launch comprehensive training modules next year, incorporating e-learning platforms for greater reach and flexibility,” notes Thakur. Apprenticeships for functional roles, safety drills, and behavioural training sessions complement these initiatives. Senior management benefits from networking events and partnerships with external training providers, ensuring holistic development across all levels.
A tailored and inclusive EVP
Bikaji’s EVP reflects its deep understanding of regional dynamics. Cost structures and benefits packages are adapted to local markets, making the company a competitive employer in diverse regions. “While certain aspects remain standardised, tailoring benefits to local contexts allows us to stay relevant and attractive,” says Thakur.
Retention strategies are equally nuanced. Bikaji prioritises internal promotions for middle-management roles, fostering loyalty and providing clear growth pathways. The company’s employee stock ownership plan (ESOP), launched during its IPO, has further strengthened employee engagement. “ESOPs, offered to employees with over three years of tenure, have been a game-changer in retention,” Thakur highlights.
Diversity as a pillar of growth
Bikaji’s commitment to diversity and inclusion is evident across its workforce. Women make up over 30 per cent of the employee base, including roles on shop floors—a rarity in the FMCG sector. “We adopt a gender-agnostic approach, focusing purely on the role’s requirements,” says Thakur. Women’s diligence and reliability have proven advantageous, enriching the organisation’s culture and performance.
Leadership diversity is also improving, with women holding two top management roles. This inclusivity has broadened the talent pool and contributed to Bikaji’s innovative edge.
Leveraging technology for HR transformation
As Bikaji scales, technology is becoming a cornerstone of its HR strategy. The company is automating end-to-end HR functions, from payroll to employee lifecycle management. “AI-powered tools will streamline candidate screening, enabling teams to focus on strategic initiatives,” explains Thakur. Future plans include deploying AI for sentiment analysis and predictive analytics to monitor engagement and proactively address attrition risks.
These advancements underscore Bikaji’s commitment to building a modern, data-driven HR ecosystem that aligns with its growth trajectory.
The road ahead
In its journey to becoming a global brand, Bikaji’s investments in inclusivity, upskilling, and technological integration are paving the way for sustainable growth. “Our EVP is built on trust, quality, and the commitment to nurturing talent,” Thakur concludes. By balancing tradition with transformation, Bikaji Foods International is not just staying relevant in a competitive market—it’s setting a benchmark for the future of work in the FMCG sector.
