How Marico is leveraging AI to curb employee attrition –

At <a id=” captionrendered=”1″ data-src=”https://etimg.etb2bimg.com/photo/120475098.cms” height=”442″ href=”http://hr.economictimes.indiatimes.com/tag/marico” keywordseo=”Marico” loading=”eager” source=”Orion” src=”https://img.etb2bimg.com/files/cp/upload-1716883386-ethr-default.webp” type=”General” weightage=”100″ width=”590″>Marico, an Indian multinational consumer goods company, the business and people culture are intertwined. Amit Prakash, CHRO, Marico, symbolises this dynamics to the nodules in the creeper climber plant that move around each other with their own function. “The striking aspect of the nodules is that one can’t survive without the other. Similarly, we don’t see people as the enablement. We see people as something that runs across business and feeds into the business. Likewise, business feeds out of the culture and the people. That’s the core belief,” he says.

“More than 35 per cent of our population is extremely diverse with people across the geographies. One of our core ethos of talent value proposition is enabling the mutual aspirations of the organisation and the members (Marico refers to employees as members) from a development and growth perspective. Currently, we have termed our talent value proposition as going beyond, which means to grow beyond, and work across being inclusive,” says Prakash.

The company, including India and globally, has a total staff strength of 2,600 employees. About 480 people work in manufacturing, 540 in sales, and 800 in the corporate office. The overall male-to-female gender ratio in the firm is 82:18.

The average age of the working population at Marico is 34 years; and the average tenure of service at the organisation is around 5 years, as of January 2025.

Learning hours are not monitored

Marico doesn’t monitor the number of learning hours spent per person. Instead, the company monitors its investment in the L&D programmes by the outcome: the ability to fulfil internal positions across the hierarchy.

Around 80 to 85 per cent of the job positions are now filled internally in the firm.

There’s a very deep focus on developing behavioural or leadership competencies in the firm. “We have employee lifecycle-based programmes for first-time managers, which are delivered in six to nine months. The Early Leader Programme is for people who are ready for sub-functions and head roles of a particular domain. There is a Senior Partner Programme that runs for six to nine months. There are also individual-oriented programmes for people, like the institutional leadership programme,” Prakash says.

For building the technical competencies, there are separate programmes essentially anchored between the Functional Head and the L&D team. There are three kinds of functional training programmes:

• Programmes that will train employees to strategically build the organisation.
• The individual focused programmes for people to pick up the technical capabilities.
• The AI-driven system that recommends people different learning modules suitable to their needs, skill sets and learning stage.
  
  

“These are both horizontal and vertical sort of programmes that stretch people with respect to their leadership competencies and critical decision-making technical competencies for the next role,” Prakash says.

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