Harvard Case - Building a Great Place to Work: Intuit India
"Building a Great Place to Work: Intuit India" Harvard business case study is written by Chandrasekhar Sripada, Geetika Shah. It deals with the challenges in the field of Human Resource Management. The case study is 19 page(s) long and it was first published on : Feb 1, 2019
At Fern Fort University, we recommend a multi-pronged approach to address Intuit India's challenges, focusing on building a strong organizational culture that fosters employee engagement, retention, and ultimately, innovation. This strategy involves a combination of organizational change, talent management, leadership development, and diversity and inclusion initiatives.
2. Background
Intuit India, a subsidiary of the US-based financial software giant, faced challenges in retaining its top talent. Despite competitive compensation and benefits, the company struggled to attract and retain skilled employees due to a perceived lack of career growth opportunities, a hierarchical organizational structure, and a culture that valued individual performance over collaboration.
The case study focuses on the efforts of the newly appointed Managing Director, Sridhar, who aimed to transform Intuit India into a 'great place to work' by fostering a culture of collaboration, innovation, and employee empowerment.
3. Analysis of the Case Study
Organizational Behavior: Intuit India's initial organizational structure and culture were characterized by a top-down approach, leading to limited employee autonomy and a lack of engagement. This hierarchical structure stifled innovation and hindered employee performance management.
Human Resource Management: The company's hiring and recruitment process lacked a focus on cultural fit, resulting in a workforce that struggled to adapt to the changing needs of the organization. The lack of employee training and career advancement opportunities further contributed to employee dissatisfaction and attrition.
Strategic Planning: Intuit India's strategic planning process lacked a clear vision for the future, leading to a lack of direction and purpose among employees. This lack of clarity impacted employee motivation and hindered the company's ability to compete effectively in the Indian market.
Leadership: The existing leadership style at Intuit India was primarily transactional, focusing on short-term goals and individual performance. This approach failed to inspire employees and create a sense of shared purpose.
Change Management: The implementation of change initiatives, such as the new performance management system and the introduction of cross-functional teams, lacked a clear communication strategy and employee buy-in. This resulted in resistance and confusion among employees, hindering the effectiveness of the changes.
4. Recommendations
Transforming the Organizational Culture:
- Shift to a Collaborative Culture: Implement a culture shift towards collaboration and teamwork, fostering a sense of shared ownership and responsibility. Encourage cross-functional teams and promote open communication channels.
- Empowerment and Autonomy: Grant employees greater autonomy and decision-making power, allowing them to take ownership of their work and contribute to the company's success.
- Leadership Development: Invest in leadership development programs to equip managers with the skills and knowledge to effectively lead and motivate their teams. Focus on developing leadership styles that promote collaboration, innovation, and employee empowerment.
- Organizational Structure Redesign: Consider a flatter organizational structure with more decentralized decision-making to foster a more agile and responsive environment.
Talent Management:
- Strategic Hiring and Recruitment: Implement a robust hiring process that focuses on finding candidates who fit the company's evolving culture and values. This includes incorporating behavioral assessments and cultural fit interviews.
- Career Development and Advancement: Develop clear career paths and provide opportunities for employees to grow and advance within the organization. Implement mentorship programs and offer internal training opportunities to enhance skills and knowledge.
- Performance Management System: Implement a performance management system that focuses on both individual and team performance, encouraging collaboration and shared success.
- Diversity and Inclusion: Promote diversity and inclusion within the workforce by actively recruiting from a wider range of backgrounds and implementing policies that ensure equal opportunities for all employees.
Communication and Transparency:
- Clear Communication Strategy: Establish clear communication channels and ensure that all employees are informed about the company's vision, strategic goals, and upcoming changes.
- Open Dialogue and Feedback: Encourage open dialogue and feedback from employees, creating a culture of transparency and trust.
- Regular Town Hall Meetings: Hold regular town hall meetings to address employee concerns, share progress updates, and foster a sense of community.
Employee Engagement and Recognition:
- Employee Engagement Programs: Implement employee engagement programs that focus on employee well-being, work-life balance, and recognition for individual and team contributions.
- Employee Recognition Programs: Establish formal and informal recognition programs to acknowledge and reward employee achievements, fostering a culture of appreciation and motivation.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Intuit's core values of innovation, customer focus, and employee empowerment. They aim to create a culture that supports the company's mission of 'powering prosperity' by fostering a highly engaged and motivated workforce.
- External Customers and Internal Clients: The recommendations aim to improve customer satisfaction by providing a more responsive and innovative product development process. This is achieved by empowering employees to take ownership of their work and collaborate effectively.
- Competitors: The recommendations aim to make Intuit India a more attractive employer in the competitive Indian market. By fostering a positive work environment and offering opportunities for growth and development, the company can attract and retain top talent.
- Attractiveness ' Quantitative Measures: While quantifying the impact of these recommendations is difficult, the expected outcomes include increased employee engagement, reduced attrition rates, and improved productivity, ultimately contributing to the company's financial success.
6. Conclusion
By implementing these recommendations, Intuit India can transform its organizational culture, improve employee engagement, and become a truly 'great place to work.' This will not only attract and retain top talent but also drive innovation and enhance the company's competitive advantage in the Indian market.
7. Discussion
Alternatives:
- Mergers and Acquisitions: While acquiring a local company with a strong culture could be a faster route to building a strong workforce, it carries significant risks and may not be a sustainable solution for Intuit's long-term goals.
- Outsourcing: While outsourcing certain functions could reduce costs, it may lead to a loss of control over quality and employee engagement.
Risks and Key Assumptions:
- Resistance to Change: The implementation of these changes may face resistance from employees who are comfortable with the existing status quo.
- Time and Resources: Implementing these recommendations requires significant time and resources, and it is crucial to allocate sufficient funding and support.
- Cultural Fit: Attracting and retaining employees who fit the company's evolving culture is a critical factor for success.
8. Next Steps
- Develop a Comprehensive Change Management Plan: This plan should outline the specific steps involved in implementing the recommendations, including communication strategies, training programs, and performance monitoring mechanisms.
- Establish a Steering Committee: Form a steering committee to oversee the implementation of the change management plan and provide guidance and support to the leadership team.
- Pilot Programs: Implement pilot programs for key initiatives, such as the new performance management system and cross-functional teams, to test their effectiveness and gather feedback from employees.
- Regular Monitoring and Evaluation: Regularly monitor the progress of the change initiatives and make adjustments as needed based on feedback and performance indicators.
By taking these steps, Intuit India can effectively implement the recommended changes and build a truly 'great place to work' that fosters employee engagement, innovation, and long-term success.
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Case Description
Intuit India, a fully owned subsidiary of Intuit Inc., a US multinational company, has been in the business of developing financial software for small businesses, accountants and individuals. The case is about how Intuit's India unit got to be recognized as India's no 1 ""great place to work"" through a competitive assessment among 600 of India's employers in 2017. This accomplishment was significant for Intuit India because it had toppled corporate giants like Google and American Express who had held on to the top rank in the previous years. The case narrates the history of Intuit's seven-year journey to the top rank in the Great Place to Work rankings and engages students in learning about what it takes to build a great place to work and sustain it over time. Intuit India was established in 2005, and grew to 1,050 employees on its rolls by 2017. Intuit India had consciously worked towards building a great place to work since 2010. The next seven years had been a roller-coaster ride, full of surprises and ups and downs. In its attempt to break into the top 10 and reduce its variability on the rankings, Intuit did many things that can give us insights into what it takes to build a great place to work. The case raises many questions and offers several insights in how sound HR and People Leadership practices can build a vibrant organizational culture and help build a great place to work.
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