Discuss about the Corporate Implementation of Socially Controversial.
Strategic human resource management comprises hiring, collaborative working with employees, payroll and discipline, boosting the morale of the employees so that the employees can improve the work experience and it improves the mutual benefits of employment for both organisation and employees. In this essay, strategic human resource planning and the policies of PepsiCo have been discussed with specifically aiming at Leave Loudly policy which has been taken by the CEO of PepsiCo in Australia and New Zealand section. PepsiCo’s Leave Loudly policy has been aligned with the equity and diversity, social responsibility, work-life balance and workforce-planning and development of the organisation. The CEO’s personal life has shaped and influenced on Leave Loudly policy and the management thinks that this strategy will improve the workplace morale and productivity of the employees.
In 1994, Indra Nooyi joined PepsiCo and she was promoted to the role of CEO in 2006. She took a vision for PepsiCo called ‘performance with a purpose’. PepsiCo has been following the three strategic HR priorities, Human, Environment and Talent (Church & Waclawski, 2017). Aligning the investment initiatives in PepsiCo to this Talent pillar enables the HR to gain the funding required to transform the employees. At present, PepsiCo does not have just one single HR manager as they have four accomplished HR leaders. The aim of the HR leaders in PepsiCo is to be the forefront of being to attract, engage, develop and retain more talent within the company. PepsiCo invested over more than $100 million into HR transform initiative focusing on harmonizing the business process globally. PepsiCo employs self-service at Tier 0 and shared service from Tier 1 to Tier 3 (Dhar et al., 2015). PepsiCo wants to engage innovative and creative employees who can accelerate the short-term success and they will be able to foster the growth of the next generation leadership skills. The new generation employees are able to understand the new technology and they will drive the long-term success. Therefore, by maintaining the reputation; PepsiCo wants to raise the awareness of organisation’s high-performance culture, unique and traditional benefits. PepsiCo provides compensation, savings, healthcare and retirement programmes to the employees. PepsiCo emphasises the diverse culture and commitment to the learning and development. PepsiCo wants to hire and develop the talented employees by building a diverse team, offering rewards and challenging career. Competition for retaining and hiring top talent is intensifying (McKelvey, 2016). PepsiCo invests to attract and retain engaged workforce and diverse workforce with maintaining the brand reputation. PepsiCo team continuously monitors external recruitment and applicants using the channels like Glassdoor and Comparably. PepsiCo does campus recruitment in order to identify tomorrow’s leaders. In 2016, PepsiCo took interviews of more than 7,000 interviews and PepsiCo is making a partnership with educational institutions to for developing postgraduate and undergraduate students (Kish, Riskey & Kerin, 2016). On the other side, PepsiCo takes a holistic approach towards the growth of the employees by deploying the variety of tools aiming to enhance the employees’ experiences. PepsiCo does the employees’ reviews and they continually adopt the necessary changes at the organisation. PepsiCo is the internal global resource and PepsiCo University promotes the culture to continue the learning and development as well. PepsiCo wants to reduce the turnover and PepsiCo is committed to respecting to respect the right of freedom. High employee turnover can lead to costs of recruiting employees and decrease the employee morale.
Gig economy in recent time has put the advantages of flexibility of working hours in the organisations (Jackson, Schuler & Jiang 2016). PepsiCo is trying to help the employees through the introduction of many flexible working arrangements. PepsiCo in Australia and New Zealand introduces the new policy named ‘leave loudly’. It encourages the senior members and management to announce when they are leaving the organisation early. Robbie Rietbroke, the CEO actively asks the senior employs to leave the office early so that they can improve the work-life balance. Leaving early of the seniors will set a positive example for the employees; encouraging the employees to take a similarly flexible approach to their work-life. The rationale for implementing the ‘leave loudly’ strategy is to reduce the ‘presenteeism’ at the workplace as it is the tendency of the new hires and junior level employees to stay late at the workplace. This strategy is trying to attempt to bring the change in ‘stay late’ work culture with giving flexible working time. Therefore, the main aim is to provide work-life balance for the employees as this policy is for the ‘employees with families and children’ and also for employees without children. Therefore, as stated by (Rugman & Verbeke, 2017), the flexible working arrangement can help to promote the positive work attitudes of the employees.
PepsiCo management always thinks that employees are the greatest assets and the management thinks about building the workforce that must reflect the diver’s communities and consumers it serves. PepsiCo values the engagement of the community and diversity. The key word of PepsiCo’s vision is Performance and Purpose; PepsiCo helps to create a sustainable advantage for the organisation and PepsiCo operates in different countries with diverse regulation; however; they always respect talents, diversity and abilities. PepsiCo cares for unique characteristics and maintains equality in personality, lifestyle, work experience, sexual orientation, marital status, national origin, disability and gender identity (Daley 2015). PepsiCo always wants to increase the participation of women employees. Women employees need to provide more family time and Leave Loudly policy will empower the women leaders. Therefore, the principle of Leave Loudly offers the insight to empower the employees in the workplace, community and marketplace irrespective of their class, creed, religion and sex. PepsiCo promotes diversity and inclusion as the organisation adapts ABA model Diversity Survey to gather information about firms and suppliers that PepsiCo engages (Yach, Lucio & Barroso, 2017).
PepsiCo is known for the training and hard-charging human resources and it is something akin to the brand identity of the organisation. PepsiCo searches its employees from Consulting Firms as well and the management puts the employees in training in of the divisions. The training and development programme of PepsiCo has its bottom-line focus and it is the performance-oriented training. PepsiCo incorporates the performance objectives and the organisation tries to increase the employees’ satisfaction and employees’ engagement. Most importantly, as stated by Gewertz & Errington (2016), PepsiCo offers employees learning and development opportunities designed to broaden their career growth and skills. This learning and development programme can be accomplished through innovative solutions. PepsiCo follows MyLearning; it is an enterprise-wide Learning Management System. PepsiCo University trains the employees in various spheres. However, within the workplace, the employees need to apply this in their work process. Leave Loudly strategy will benefit them to continue the new hires with spare time to learn more.
PepsiCo’s primary aim is to establish in every instance that PepsiCo is trustworthy, reliable stakeholders and the organisation acts with integrity and it cares for the community. As opined by Turner et al., (2018), all large organisations have a strong code of conducts stating the responsibilities for the society. PepsiCo has its Code of Conducts where it guides the employees not only for providing the best products; but also for the social contribution of each business unit. PepsiCo cares about the communities and it encourages the employees to reach locally to show interest and care. PepsiCo develops a consistent social profile in many of the ways and the organisation offers free products to various communities. PepsiCo is committed to give, sell and distribute the products with highest quality standards (Brewster, Mayrhofer & Morley, 2016). Therefore, it is clear that PepsiCo cares for the society and the organisation cares for the employees who work for them. PepsiCo is committed to incest on the people and the communities where they operate to help position the company in long-term for sustainable growth (Schuler & Macmillan 2017). Leave Loudly strategy is one such policy to provide motivation and satisfaction of the employees to work for the society and the community as part of the company.
Indra Nooyi, the CEO of PepsiCo organisation always believes in work-life balance as the employees have their family role as well. PepsiCo wants that all the employees should not work after their shift time is over (Kramar 2017). PepsiCo does not tolerate after-work mail as each of the employees needs to spend some quality time with their employees. PepsiCo offers on-site childcare for the employees at the companies headquarter and it has near-site childcare at its satellite offices in Texas. In addition, PepsiCo encourages the leaders to minimise the email after working hours and PepsiCo management wants that employees should balance the work and family commitment. Leave Loudly strategy is made in line with maintaining the work-life balance. The senior members and leaders can leave the office a bit earlier and they must inform the office about this to fulfil the promises of their family needs. PepsiCo starts flexible start and finishes times and the organisation takes the initiative to start early Friday afternoon during the summer. Leave Loudly strategy offers the employees to choose ‘one simple thing’ and build the work-life around that.
Robbert Rietbroek has been serving as Chief Executive Officer of Australia and New Zealand at PepsiCo, Inc. since November 2015. He started the initiative of Leave Loudly to ensure when the team leaders leave; the team leaders must comfortable with doing so and they must declare it to its team members. Rietbroek has to go to pick up his daughters and he makes sure that all people must know about this. This rule is not for the CEO, but also senior employees and new hires can follow this. Rietbroek has two children and he is a good family person and he believes in flexible working life. Rietbroek wants to boost the women employees in PepsiCo and he wants to flexible the working arrangement in PepsiCo. Robbert Reibroek has massive experience of sixteen years as a father of two children and he thinks that it is not easy for an employee to make a balance between work and family commitments. Reitbroek supports the employees to participate more in family life and be a hero both work and home.
Work-life balance means to an employee’s ability to maintain a good balance between the work roles and the personal responsibilities of the family. In today’s life; the companies are getting more technology friendly; therefore; the workplace is no longer restricted to the office only (Hollenbeck & Jamieson, 2015). The outcome o poor balance between personal life and work affects the employees’ and employees’ stress enhances the level of burn out. Poor work-life balance can result to the lower productivity (Brewster, 2017). Leave Loudly strategy will bring out the traditional culture of leaving the office at the proper time and maintaining the proper family time. This strategy will increase the employee satisfaction as they do not have to work from home and their all responsibility gets end when they leave the office at the proper time. New hires see the senior members are leaving the office early and they also can leave the office a bit earlier to maintain their family commitment. Therefore, a mutual trust grows up between management and employees. Good work-life balance and employee satisfaction can increase employee productivity at offices as the employees can provide their best during the office hours. Therefore, the employees will be motivated and engaged to be more efficient in PepsiCo.
Conclusion
It has been clear that Leave Loudly strategy will help to develop and maintain good morale for the new employees and the senior employees to maintain good work-life balance. The employees are given traditional responsibilities and they are rewarded with compensation and benefits. PepsiCo continues to make Campus Recruitment programme from where the management wants the new hiring for making them tomorrow’s leaders through training. PepsiCo wants the business partners to help the organisation to lead the positive change and the organisation is determined to make the vision a reality. The flexible working arrangement will help the PepsiCo to have more talent, retain senior employees and reduce absenteeism.
Reference List
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