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    This iconic British automaker has a plan to disrupt the Indian auto industry - by hiring more females

    Synopsis

    MG Motor needs the perfect talent mix to break into the intimidatingly price-sensitive and value-conscious auto market as it drives to its first launch in 2019.

    MGThinkStock Photos
    The size of the challenge almost equals the opportunity, though.
    When the British Raj came to India, they decided to divide and rule. Centuries later, when MG Motor India (Morris Garages) inaugurated its first Indian factory in Gujarat in September, it decided to disrupt and sustain. MG’s super strategy? A prominent space for women leaders, with a target of 30% female workforce, one of the highest in the industry.

    The iconic British carmaker has set its sights firmly on getting the perfect talent mix to break into the intimidatingly price-sensitive and value-conscious auto market as it drives to its first launch in 2019. As a late entrant, “we have to do things a bit differently,” says Rajeev Chaba, president of the whollyowned subsidiary of China’s largest carmaker, SAIC.

    The size of the challenge almost equals the opportunity, though. “The organisational DNA of MG in India is being designed as a startup so we may not just survive but thrive” says Chaba. “Hiring individuals that make a difference and putting them in the driver’s seat will break monotony.” In automobile specifically, and manufacturing in general, gender diversity continues to be a speedbreaker, say industry experts.

    Gajendra Chandel, chief human resources officer at Tata Motors, says, “We believe what’s good for women is good for society and what’s good for society is good for business.” The compamy’s initiative, women @work, focuses on becoming an employer of choice for women, transforming culture and mindset to create a positive momentum; developing and retention. “Percentage of women at Tata Motors is around 5%. In campus hiring, we have improved from 13% women in 2016 to 19% in 2017 and are targeting 25% for 2018 batches.”

    Chandel says, “Blue-collar women workforce has also increased by 16% and we encourage women to explore second career options.” At Mahindra & Mahindra, India’s largest utility vehicle major, there is a concerted effort to retain more women in frontline-shop floor activities such as sales and manufacturing, says Rajeev Dubey, group president, HR and corporate services, M&M. Chief people o f ficer Rajeshwar Tripathi says the percentage of women is 6% at present, from 4.6% last year.

    In middle and senior management too, M&M is hiring more women. “A strong internal pipeline of women — shop floor, junior and middle management — will help us achieve our objectives,” he adds.
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    NAMITA BHATNAGAR, 39, LEGAL HEAD AND COMPANY SECRETARY
    There’s nothing like being part of the founder team of a company. This legal eagle comes to MG Motor from a highly unlikely source — McDonald’s. “Being in one sector was playing it safe. I wanted to move away from FMCG and an established life.” She changed gears into another segment after having dealt with whole gamut, from litigation and composite agreements to an initial public offer (IPO). Now, she’s chuffed about her prospects at the startup. “Everything needs to be regularised. But the under-40 workforce is a healthy mix of approachable and vibrant workers,” says Namita.
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    FRESHTEENA DUTTA, 35, HEAD OF PURCHASE PROGRAM MANAGEMENT
    At MG Motor, there is ease of process and diversity in each function Freshteena pioneered the advent of the eves at MG Motor India when she joined in May from Bombardier India. She brings to the table her experience in local supply chain management. “I have to ensure that we source the right part at a competitive price, at the right time.” MG is a drastic change of track from the manufacturing industry — including Bombardier and GM — where she comes from. “In the purchase function, it’s very challenging to bind the team together in one thread to accomplish the task of sourcing completion on time,” she explains. “Products will be launched with high localisation to have a price advantage and suppliers need to be brought from overseas to set up shop in India.
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    PALLAVI SINGH, 35, HEAD OF MARKETING
    Working in MG India is a great opportunity to build a brand from scratch. Nothing like painting a blank canvas. Strength and flexibility are bywords for this gymnast and outdoor sports enthusiast. And one of these strengths, Singh believes, is how women can empathise and humanise the brand. This former executive Harley-Davidson strongly feels the need for the company to be disruptive and think differently in a cluttered automotive space, where customers are so spoilt for choice. “MG is an iconic brand and it’s time to deliver campaigns learning from my experience at Harley-Davidson. Crafting the brand story for an iconic name is definitely a one of a kind opportunity,” says Singh, who joined in August.

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    MAUSAM JOSHI, 35, HEAD OF TALENTMANAGEMENT-HR
    Career is like a marathon. To be able to successfully complete this marathon, one needs to reinvent and be challenged. If there’s a seasoned professional, it’s Mausam, who joined from General Electric Renewable Energy. Her mission: Make MG Motor India a great place to work, assembling a culture and core values. She’s a few days old in the organisation and so far, has set no policy at the startup. “MG gives me the opportunity to experiment in a new-age auto company,” says Joshi. “Although there was a sense of anxiety when I took this offer, I felt I needed to get out of my comfort zone.” Mausam, who has also worked with L&T, is a specialist in employee engagement, culture transformation and HR policy planning.
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    GARVITA SANDHU, 32 ,HEAD OF ADMINISTRATION
    MG doesn’t limit me from giving inputs on any facet of the business — be it an internal team-building exercise or deciding on car features She’s a cross-cultural exchange and events specialist and, quite literally, the only one of her kind. Formerly from National Instruments Corporation, Garvita is now sole member in her function at MG Motor. She was alone in the driving seat while setting up the MG corporate office in Gurgaon, including facility management and vendor agreements. “MG as a company values my point of view,” she stresses.







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