As a leading rice exporter, the company had strong control over its manufacturing, quality, marketing, and legal systems. However, people systems were fragmented and informal, especially across permanent and contract employees. For an IPO-bound organization, this posed a significant governance and scalability risk.
The promoter recognized the need for an external partner who could take an end-to-end ownership of the people agenda, rather than offering isolated HR tools.
Our Intervention
We began with a comprehensive audit to identify where the organization truly needed to start. Rather than introducing isolated HR systems, we focused on building a strong foundation aligned to business and governance needs.
We partnered with the promoter and leadership team to:
- Establish a robust annual business planning and budgeting process
- Facilitate articulation of the group’s Vision, Mission, and Values
- Design compensation and performance management systems aligned with business outcomes
- Create and implement a comprehensive people policy framework consistent with organizational values
- Support the organization through transition and hire a dedicated HR Head to sustain the changes
The Outcome
- Strong people and governance readiness ahead of IPO timelines
- Clear alignment between strategy, values, and performance systems
- Reduced promoter dependency on people matters
- A scalable organizational foundation to support future growth
Following the intervention, the company scaled successfully and has since grown multifold, entering its next phase with greater confidence and organizational maturity.
“We’ve engaged many consultants, including some of the best-known names. Most come with their own templates and try to fit our business into them. People Factor was different. They worked on our problems, as if they were part of our organization, and helped us arrive at solutions that truly worked for us.”
— Ashwani Arora, MD & CEO LT Overseas Ltd.