Highlights

• To have a more diverse workforce, Ashok Leyland has onboarded 20 graduateshailing from 14 different countries. The African continent, notably one of thecompany's key international markets, stands out prominently.
• The company has a staff strength of about 10,000 employees, and a genderdiversity of 6 percent.
• As far as employee attrition at the company is concerned, it has been hoveringaround 11 percent.

Raja Radhakrishnan, HR Head, Ashok Leyland

The automotive industry is undergoing dynamic changes in its workforce. The change isbeing influenced by several emerging trends like shift towards electric vehicles, batterytechnology and autonomous driving software.

Besides this, the industry is also experiencing trends in shared mobility and digitalization,leading to the requirement for professionals with expertise in fleet management andIndustry 4.0 technologies for future. With this, it becomes extremely crucial fororganisations to equip themselves in a way that their workforce is updated with latesttechnologies and rapidly changing trends.

Also, not to forget, the auto world is working towards breaking the barriers for women.Traditionally a male-dominated field, the industry is now experiencing a welcoming ofmore women into various roles.

Ashok Leyland , an Indian multinational automotive manufacturer, is also embracing thischange with various initiatives for its employees at workplace, and for women who areopen to join the workforce.

Talking about how the future of the workplace will look for the company, RajaRadhakrishnan , HR Head , Ashok Leyland, said, “I believe that future workplacetechnology is going to be a major game-changer. The shifts we're going to witness in howpeople work and where work actually takes place are incredibly fascinating. Presently,due to the pandemic, we've all had to explore different ways of working, like hybrid setups 3/5 and telecommuting. However, as we look ahead, I'm convinced that work won't beconfined to just the office. The workplace will transform into more of a hub forcollaboration, networking, idea-sharing and discussions. While physical offices will remainimportant, work will also seamlessly extend beyond those walls.”

Recruitment strategy

Ashok Leyland is a 75-years-old company, and it is very proud of the capabilities builtparticularly on the product development side.

The current staff strength of the company is around 10,000 employees, and its talentstrategy is quite clear, as the company seeks out individuals who possess a strong senseof curiosity about the future.

“We value those who can bring their innovative mindset to the table and are agile enoughto respond swiftly to changes. In fact, at the outset of this year, Ashok Leyland initiated atransformative journey aimed at shaping our company culture. This process began lastyear with preliminary efforts, but it truly gained momentum at the start of this year,”Radhakrishnan said.

This culture transformation journey revolves around a set of five core values that thecompany has identified.

Radhakrishnan explained that these values weren't chosen arbitrarily; they weremeticulously identified through extensive internal groundwork. The leadership teamplayed an integral role in defining these values and determining the behaviours that areexpected to accompany them. “Our ultimate objective is to ensure that these valuesbecome ingrained in every facet of our company's daily life,” he said.

The values that Ashok Leyland has identified are agility, innovation, trust, partnership andcustomer centricity. As the company moves forward, its recruitment strategy will beclosely aligned with these values.

Elaborating it more, Radhakrishnan said that agility is crucial for the company to navigatethe ever-evolving landscape of the mobility industry. Innovation is a driving force behindtheir ability to develop indigenous products and lead the charge in the transition to newfuels, such as methanol, CNG, hydrogen and electric batteries.

“It doesn't end there! Collaboration is integral, as we work closely within our internalnetwork to ensure that our customers, who are key players in this journey, have theirinterests served in the best possible way. The paramount importance of trust andpartnership can't be overstated,” he added.

Campus hiring

Over time, Ashok Leyland has conducted campus hiring exercises that typically bring in asubstantial number of Graduate Trainees, ranging from around 100 to 150 individuals.Although headquartered in Chennai, a city with a plethora of colleges, the company's approach extends far beyond its immediate surroundings. It ensures a presence inapproximately 30 to 35 colleges across the nation.

“This outreach spans the length and breadth of the country, from institutions in the north-eastern state of Arunachal Pradesh to Kashmir and extends westwards as well,”Radhakrishnan said.

Moreover, 40 percent of this year's Graduate Trainee batch of the company compriseswomen.

To have a more diverse workforce, the company has onboarded 20 graduates hailingfrom 14 different countries. The African continent, notably one of the company's keyinternational markets, stands out prominently.

Among these hires are individuals from nations like Kenya, South Africa and Zambia.Other countries within the subcontinental region, including Bangladesh and Sri Lanka, arealso represented.

Women in workforce

While automotive still remains one of the challenging sectors for women to crack, AshokLeyland has taken some steps towards it. Currently, the company’s workforce has a 6percent gender ratio.

For instance, this year, the company established a fully women-operated engineproduction line. This production line, responsible for manufacturing engines forcommercial vehicles, is staffed entirely by women, from the engine production team toroles in quality control and maintenance. This innovative achievement, implemented inApril, challenges traditional gender norms and marks a significant shift. The line'sleadership, including shift leaders, is composed entirely of women.

“I recently visited this plant. Historically, it adhered to the conventional notion of being amale-dominated space, particularly in areas like engine production. The work involvedaspects like rotation, physical demands and technical intricacies that had traditionallybeen associated with a male domain. However, the gratifying aspect is that we initiated atransformative initiative, and the results have been positively remarkable,” Radhakrishnansaid.

“Witnessing the implementation of an all-women engine production line, where every taskfrom engine assembly to quality control and maintenance is executed by women, instilleda sense of satisfaction within us,” he added.

Another initiative through which the company fosters diversity is the "Srishti" women'snetworking forum.

Operating in every factory and location of the company, these forums serve as a platformfor the women employees to connect, develop professionally, and exchange ideas. Theforums, which have been active for six years, play a crucial role in enhancing the workplace environment. They contribute proactively by offering suggestions forimprovements in both factory and office settings, fostering positive and productivecontributions to the organisation.

The company’s other policy focuses on recruiting individuals who have taken breaks forraising children or maternity leave, acknowledging the value of their experiences andskills.

Besides this, the company also offers sabbatical, from 3 to 24 months, to its womenemployees.

Learning & Development Path and Attrition Rates

Radhakrishnan highlighted that the company has a Young Talent Programme,meticulously designed to cater to individuals within the initial zero to five years of theircareers. The second is the Emerging Leaders Programme, which is tailored for mid-levelprofessionals.

These programmes, known for their rigour and acclaim within the company, involvemultifaceted evaluations encompassing assessments, written examinations andinterviews.

Spanning a year-long duration, these programmes combine classroom sessionsconducted in collaboration with XLRI and IIM Ahmedabad. The company thoughtfullyidentifies intriguing projects, often unrelated to the participants' usual responsibilities,fostering a dynamic and diversified learning environment. This approach encourages theparticipants to explore new realms and cultivate innovative problem-solving skills.

As far as the employee attrition rate at the company is concerned, it has been hoveringaround 11 percent.

Courtesy: ET Auto