Unpacking P&G India’s Success in Employee Experience with Head HR Srinivas PM

P&G India's innovative CARE & Career Co-Creation initiative is redefining employee well-being and workplace culture. Srinivas PM, who heads the Human Resource function for P&G in India shines the spotlight on how in an interview.

Deloitte's 2023 Well-Being at Work Survey reveals a concerning trend in workforce well-being, with many employees experiencing low levels of well-being. The survey also highlights a discrepancy between the perceptions of executives and the actual well-being of employees. This situation is further complicated by a lack of effective support from managers and the need for greater transparency and commitment from the C-suite in addressing these issues. This situation underscores the need for organisations to reevaluate and strengthen their strategies for employee support and well-being. In this context, P&G's long-standing commitment to its employees offers a contrasting approach.

“At P&G, the philosophy that employees are the company's greatest assets has been a driving force since its founding. This ethos led to creating one of America's earliest profit-sharing programmes in 1887, which included factory workers,” says Srinivas PM, who heads the Human Resource function for P&G in India.  While the corporate landscape has evolved significantly since then, P&G's commitment to its employees remains a constant. Today, the company focuses on delivering a superior employee experience, mirroring its consumer-centric approach. This involves a deep understanding of employee needs and applying these insights to enhance every aspect of the working experience, from benefits to workplace culture. In an interview, Srinivas tells us more about their approach:

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Can you tell me about some of the elements of P&G India's comprehensive care package for employees?

P&G India's care package, a testament to their commitment to employee wellbeing, includes various initiatives focused on mental, physical, work-life, and financial health. The 'Happy Minds 2.0' programme, developed from employee feedback, offers services like on-site counselling, mental health check-ups, and flexible work arrangements. Additionally, there's a 24x7 Employee Assistance Programme, a Mental-Health First-Aiders task force, and a wellness allowance for mental health expenses. The 'Hakuna Matata' programme supports physical well-being through fitness subscriptions, health check-ups, on-site medical professionals, and ergonomic work practices. Financial wellbeing is enhanced through a comprehensive benefits portfolio, including support for childcare, infertility treatment, and financial advisory services.

P&G links learning with performance assessment through the 'Know and Grow' programme. Specialised training is provided at manufacturing sites, and the 'Ignite' initiative focuses on digital upskilling. Digital reverse mentoring and a robust in-house resource library support ongoing learning. Quarterly sessions encourage teams to apply and share skills, aligning learning with business impact.

What motivated P&G India to implement such a unique care policy, and what observations about employee needs led to this initiative?

Recognising the importance of holistic employee wellbeing, P&G India was motivated by the desire to create a work environment where employees can be their authentic selves and achieve their full potential. The initiative stemmed from observing the diverse and evolving needs of their workforce. Having realised that a one-size-fits-all approach was insufficient, the organisation opted for a co-created, continuously evolving strategy. This approach considers different employee cohorts, ensuring that support and benefits are relevant and foster a sense of belonging and well-being.

Does the care policy promote inclusivity and support for diverse family structures?

P&G India's inclusive policies encompass all employees and their families, including partners in LGBTQ+ relationships. The 'Share the Care' policy offers eight weeks of fully paid parental leave to all new parents, regardless of their family structure. Medical benefits and hospitalisation coverage extend to LGBTQ+ partners. Emergency financial assistance is available for unforeseen family circumstances, also applicable to LGBTQ+ partners. Additionally, the company provides fixed allowances for personal and family needs, with LGBTQ+ employees able to extend these benefits to their partners. Relocation benefits, including financial and logistical support, are also offered to partners of LGBTQ+ employees during company-initiated relocations. These policies reinforce P&G India's commitment to equality and inclusion.

How did you define the employee cohorts and the policies that will be assigned to each of them? Is it functional across levels?

P&G takes a personalised approach to employee well-being, understanding that one size does not fit all. The company defines employee cohorts based on unique needs that it ascertains as a result of continuous feedback and listening to its people and develops policies that cater to these needs. These policies are not limited to specific levels but are functional across all organisational levels. This inclusive approach ensures that every employee, regardless of their position, benefits from policies that address their requirements, promoting a workplace culture of inclusivity.

What has been the response from the employees?

Through the continuous feedback stream, we have observed that more employees are feeling empowered, assisted and aware, which is helping them to feel more comfortable at the workplace and open in talking about subjects like mental, physical, and financial well-being. This is being witnessed daily when these subjects are becoming a part of mainstream discussions and employees are proactively seeking more insights.  For instance, the organisation includes mental well-being check-ups as part of the annual preventive health check-up available to all employees. Over 80% of our people have availed of this facility giving impetus to the philosophy of prevention is better than cure that the company follows.

Further, the We Care Helpdesk has also proven to be an effective enabler for people seeking support and guidance, as our people are opening up and finding it comfortable to seek support. Pro-active discussions with managers as part of regular check-ins have provided a platform for our colleagues to open up beyond work and share what they are feeling, which is fuelling positive conversations without a separating wall. Also, the on-site counsellor has allowed our people to seek answers to their queries, as and when they arise, which helps them destress through valuable professional guidance. 

How has P&G India's wellbeing initiative evolved to encompass holistic elements over the years, and what are the future goals and anticipated developments for this programme?

P&G India's wellbeing initiative has significantly evolved to address all facets of holistic wellbeing, moving beyond traditional priorities to include a stronger focus on mental health. This evolution reflects the changing times and the growing recognition of mental well-being as crucial for employees to be their authentic selves at work. Specific initiatives and benefits have been designed to make mental well-being enablers readily accessible to all employees.

Looking ahead, the primary goal of the programme is to offer comprehensive, personalised, and holistic well-being support, aligning with the company's commitment to delivering superior employee value. The programme aims to continue addressing all aspects of caregiving, including self, partners, dependents, and parental care. This approach cuts across all pillars of overall wellbeing to ensure holistic care. In the coming years, the program is expected to further adapt and evolve, staying attuned to the changing needs of employees and continuing to foster an environment where they can thrive professionally and personally.

How does the Co-creation initiative guide employees in determining their career direction, work plans, and business goals?

At P&G, our people are our most valued assets, and ensuring their consistent growth to drive an agile, accountable, and empowered organisation is at the core of our priorities. Our people, in turn, propel the organisation towards this goal as part of multifunctional and multi-skilled commercial teams where everyone is a business leader with expertise and specialised skill sets. We have established a common language of skills by aggregating skills critical to P&G. For us, the broad definition of skills is something you “can do” and “can learn.”

We believe learning is a continuous process, and therefore we have continued to prioritise the learning needs of our people, right from the technicians who produce our products at our manufacturing sites to leaders driving these businesses. We are providing them with meaningful opportunities to upskill and build capability across potential focus areas. In fact, at P&G, continued learning is built into the way careers are planned. The organisation’s co-creation model sees workgroup leaders work together with their teams to understand their learning needs and equip them with the right resources to learn and grow. This growth is reflected in the impact they make on the organisation, which thereby serves as the basis for their rewards.

Employees have the flexibility to choose their career paths, and the company provides resources for ongoing learning and upskilling. This personalised approach ensures that employees actively participate in shaping their career trajectories, contributing to their personal growth and the overall success of the organisation.

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How does P&G integrate business outcomes with employee choices, and what challenges and key learnings have emerged in aligning employee aspirations with organisational goals?

P&G is dedicated to building a strong and resilient organisation by nurturing its people and creating a mutually beneficial environment. This is exemplified by individuals at P&G who possess specialised skills, continually honed throughout their careers. These skilled professionals form dynamic, Multifunctional and Multiskilled Teams (MFTs) characterised by agility, accountability, and resilience. This approach ensures that as employees grow and evolve, so does the business, creating a culture of mutual success and strong partnership. The core of our strategy is to empower both personal and professional growth among our employees, understanding that this is fundamental to the organisation's overall success.

In terms of key learnings, P&G has recognised the need to continuously adapt to the evolving needs of employees, foster an inclusive environment, and acknowledge the integral relationship between employee well-being, learning, and business success. These insights shape P&G's strategies, which are aimed at creating a workplace that balances employee satisfaction with organisational effectiveness. The challenge lies in finding synergy between what an employee desires and the company's vision for business gains, but this is addressed by fostering a culture where personal growth and business outcomes are seen as interdependent and mutually reinforcing.

How has the programme evolved over the years?

The Co-creation programme at P&G has transformed over the years, adapting to the evolving needs of our workforce. Initially centred on learning and development, it has expanded its horizons to encompass a holistic approach. This includes modules that are self-led, leader-led, learning campaign-led, coach-led, delivered via in-classroom sessions and through a customised learning path. These cut across themes including digital upskilling, functional mastery, consumer understanding, managers’ capability, health and wellbeing, learning for new hires, and leadership essentials, among various others. With this, we endeavour to provide our employees with continued access to learning opportunities, which they can leverage to grow and gain mastery along their careers. We believe that this continued learning and upskilling is a key enabler in achieving growth and thereby creating impact.

The initiative stemmed from observing the diverse and evolving needs of their workforce. Having realised that a one-size-fits-all approach was insufficient, the organisation opted for a co-created, continuously evolving strategy. This approach considers different employee cohorts, ensuring that support and benefits are relevant and foster a sense of belonging and well-being.

What are the key features of P&G's learning initiatives and their impact on employee performance?

P&G's learning initiatives encompass a wide range of programmes, ensuring every employee, from entry-level to leadership, engages in continuous skill development. Key features include:

• P&G Learning Academy (PGLA): Offers over 20 diverse modules across various themes like wellbeing, inclusion, and digital skills.
• Self-led Learning: Enables employees to pursue skill development based on personal interest or need.
• Leader-led Learning: Combines micro-learning and mentorship, fostering the application of new skills in work.
• Learning Campaigns and Coach-led Learning: Focus on mastery of specific skills through practice and guidance.
• Classroom Events and Learning Journeys: Provide immersive learning experiences for essential job skills.

Additionally, P&G links learning with performance assessment through the 'Know and Grow' programme. Specialised training is provided at manufacturing sites, and the 'Ignite' initiative focuses on digital upskilling. Digital reverse mentoring and a robust in-house resource library support ongoing learning. Quarterly sessions encourage teams to apply and share skills, aligning learning with business impact.

P&G's approach acknowledges that a company's growth and adaptability hinge on the relentless development of its workforce. Embracing such a model positions organisations to excel in a dynamic environment where constant adaptation and innovation are not just valued, but essential.

About the expert: Srinivas PM currently heads the Human Resources function for P&G in India. With experience across Singapore, China, Australia, and Indonesia, he's focused on talent development, gender equality, and employee engagement. Srinivas holds an MBA in HR and an engineering degree.