The GE Work-out

Section B – Group 06
Hema Madhavi Eluri – H21140
Meghna Puri – H21147
Mohan Krishna Yalla – H21148
Shailesh Keskar – H21165
Shashwat Krishna – H21166
INTRODUCTION TO THE TOOL

GE Workout plan: Decoding Digital at HUL:

What it is? The project involved working with Employer
• Work-Out is an easy, simple process for Branding Team on a project to understand the
reducing red tape and finding speedy growing need for digital transformation and
solutions to issues how companies across industries are reacting to
this change, specifically with respect to building
The four basic steps: talent. The aim was to be ahead of the curve in
1. Bring together the people who know the the digital domain.
issues best Problem-model fit:
2. Ask them to develop solutions To a certain extent, the 4 steps laid out by the
3. Immediate yes/no decisions by the GE workout plan are being followed at HUL. The
competent authority in a public forum problem is being handled by the employer
4. Empower the solution givers to be the branding team in collaboration with the HRBPs
implementers of several functions who know the issues best.
This method helped GE in removing clutter and There are townhall meetings to brainstorm on
cost savings across various inefficient processes the problem and its solutions and whatever
and the bureaucracy that got piled up over the solutions come up during these meetings are
100+ years of GEs existence given approval or disapproval on the spot.
 PLAN STAGE
1. Goal Setting 2. Organizational & Senior Management
Organization : HUL Support
Goal : To build capability in the digital domain across Sponsor: CHRO, HUL
the organization to cater to the growing needs of digital v A benchmarking report was presented to the sponsor
transformation to get a go ahead for the project and a champion was
appointed to oversee the project
Timeline : 90 days
Champion: Manager, Employer Branding
Impact : Have a ready pipeline of talent that would
cater to the needs of increasing demand of digitally v The champion was responsible for planning the whole
savvy talent in the organization project and delegating the work among the design and
the cross-functional teams. The champion would go on
Problem Areas: monthly meetings with the owner
– New entrants continue to disrupt market Design Team: It consists of the HRBPs of respective
– Rising consumer expectations and touchpoints functional teams of IT, CD (Sales), E-Com, Marketing & the
– Competitor organizations have dedicated Digital Employer branding team
teams Cross functional teams:
Opportunities: v The team would be responsible for producing
– Creation of specialist roles in the digital marketing recommendations based on the pay-off matrix through
domain brainstorming sessions. They would present their ideas
to the champion who in turn would present them to
– Attract niche digital talents from specialized
the project sponsor
colleges.
 CONDUCT STAGE
1. The senior management desires to transform the company digitally. For this, a task force
comprising of the HR, IT, CoE, S&M, and employer branding teams was deployed and development
of a new digital commerce track was expected in accordance with the rules and processes laid
down by the company
2. Inputs were taken from the functional heads of each of the above departments – HRBPs for the
respective departments researched, collated, and relayed it to the leadership. The employer
branding team was expected to curate campus lists to hire potential candidates
3. The intern under the Design Champion was expected to present the ideas, that after stage-wise
filtration, was passed on to the top. The intern was expected to interact with all stakeholders and
forward the findings to the Champion.
4. Multiple action plans were proposed:
A. Clubbing of the Digital Commerce track with the existing S&M department
B. Creation of a new Digital Commerce track and keep the existing S&M department separate
C. Talent specialisation would remain the focus in Digital Commerce regardless of its segregation
5. Task force and the owner of the project (General Manager, HR) were expected to give monthly
updates to the sponsor (CHRO, HUL) wherein the sponsor would check for the viability and
sustainability of the project and would suggest how to implement the ideas in an adaptable,
durable, and refined manner
IMPLEMENT STAGE

To build capability in
the digital domain
across the
organization to cater
to the needs of
growing needs of
digital transformation
 PRINCIPLE TO HELP BRING THE DESIRED SOLUTION IN
MANAGING COMPLEXITY
1. The tool provides a structured format towards bringing an organizational transformation. Additionally,
with the clarity of stakeholders ranging from owner, champion, sponsor to design teams etc, this
principled approach limits the individuals within the organization who need to be consulted for their
concerns and finally to seek their buy-ins

2. The given tool also focuses more upon the immediate individuals who encounter the given problem
and seeks to employ their collective genius in finding the optimal solution to the problem at hand

3. Furthermore, the principle of townhall meetings to deliberate and decide upon the recommendations
seems to be very helpful in allaying the concerns of stakeholders and getting buy-ins from all – and
avoiding the long bureaucratic process instead

4. Lastly, the given tool can also be customised basis the distance, time or focus of the organization, the
urgency of solving the problem at hand, the geographical advent of the organization and need of the
organization to either bust the bureaucracy or improving any process or strengthening the existing
value-chain
Thank
You