HELLA INDIA CASE ANALYSIS

HELLA INDIA CASE ANALYSIS 2 Abstract Hella India Lighting Limited struggled for years to qualify to rank in the Top Great Place to Work. Despite the efforts of the company’s employees, the reason for this challenge remained a mystery. In 2011 the company set its sights on breaking that pattern and capturing a spot in the top 50 of the GTPW. HIL would not see their efforts pay off until 2018, when they managed to secure a ranking within the top 20 for GTPW. The purpose of this paper is to explore the journey of HIL and the changes that it had to implement to secure that ranking, and the positive effects it has had on the company. The secondary purpose of this paper is to explore and apply concepts from both textbooks for this course to the case study. Lastly, an expected outcome of applying a Biblical concept to this case study will be stated. HELLA INDIA CASE ANALYSIS 3 Hella India Lighting Case Analysis 1. What exactly did Hella India Lighting do to bring about significant change? What is so special about these interventions? To bring about significant change the Hella India Lighting Company focused on setting strategic goals, which were aimed at improving their ranking for India’s Great Place to Work (GPTW). Shankar the newly appointed Managing Director and Kumar the newly appointed head of Human Resources recognized the importance of implementing cohesive strategic goals to bring about significant change (Singh & Garg, 2019). The strategic goals to be implemented were aimed at improving overall employee satisfaction and the revision of company culture, which would effectively increase and sustain an ideal level of productivity company wide. By focusing on the improvement and revision of company culture, Hella India Lighting could ensure that all its employees were on the same page and shared a common goal. Furthermore, this approach served to bolster their current strategy by implementing new and innovative solutions to achieve a top ten ranking in India’s Great Place to Work. An important step to ensure the desired transformation of the company was met was to move away from a centralized business model. Creating a decentralized business model would facilitate the change from being a change follower to being a change agent (Singh & Garg, 2019). Another contributing factor that fostered the transformation of Hella India Lighting was the creation of Mission 2020, which gave the employees new three new objectives to achieve by the year 2020. By pushing these new goals, Hella India Lighting provided its employees with a renewed sense of challenge and motivation. What made these interventions so special is that the focus was shifted from strictly meeting the company’s goals and desired GTPW ranking, to recognizing that the employees were the key to achieving those goals. In other words, employee welfare became a priority as it was recognized to be a missing piece of the p