allthingstalent.org Open in urlscan Pro
192.0.78.234  Public Scan

Form analysis
3 forms found in the DOM

<form id="commentform" class="comment-form">
  <iframe title="Comment Form"
    src="https://jetpack.wordpress.com/jetpack-comment/?blogid=126425746&amp;postid=49512&amp;comment_registration=0&amp;require_name_email=1&amp;stc_enabled=1&amp;stb_enabled=1&amp;show_avatars=1&amp;avatar_default=mystery&amp;greeting=Leave+a+Reply&amp;jetpack_comments_nonce=e696f0cde6&amp;greeting_reply=Leave+a+Reply+to+%25s&amp;color_scheme=light&amp;lang=en_US&amp;jetpack_version=12.0-a.5&amp;show_cookie_consent=10&amp;has_cookie_consent=0&amp;token_key=%3Bnormal%3B&amp;sig=ed6928395c0ce96711e73207e1537f7d115fa4eb#parent=https%3A%2F%2Fallthingstalent.org%2Fhr-director-priyank-parakh-on-building-haleons-capabilities-post-gsk-demerger%2F2023%2F02%2F03%2F%3Futm_source%3Demail%26utm_medium%3DFebMonthly_Mailer%26utm_campaign%3D15March"
    name="jetpack_remote_comment" style="width:100%; height: 430px; border:0;" class="jetpack_remote_comment" id="jetpack_remote_comment" sandbox="allow-same-origin allow-top-navigation allow-scripts allow-forms allow-popups" scrolling="no">
  </iframe>
  <!--[if !IE]><!-->
  <script>
    document.addEventListener('DOMContentLoaded', function() {
      var commentForms = document.getElementsByClassName('jetpack_remote_comment');
      for (var i = 0; i < commentForms.length; i++) {
        commentForms[i].allowTransparency = false;
        commentForms[i].scrolling = 'no';
      }
    });
  </script>
  <!--<![endif]-->
</form>

GET https://allthingstalent.org/

<form data-min-no-for-search="1" data-result-box-max-height="400" data-form-id="13676" class="is-search-form is-form-style is-form-style-2 is-form-id-13676 is-ajax-search" action="https://allthingstalent.org/" method="get" role="search"><label
    for="is-search-input-13676"><span class="is-screen-reader-text">Search for:</span><input type="search" id="is-search-input-13676" name="s" value="" class="is-search-input" placeholder="Search for News, Interviews etc." autocomplete="off"><span
      class="is-loader-image" style="display: none;background-image:url(https://allthingstalent.org/wp-content/plugins/add-search-to-menu/public/images/spinner.gif);"></span></label><input type="hidden" name="id" value="13676"></form>

<form id="jp-carousel-comment-form">
  <label for="jp-carousel-comment-form-comment-field" class="screen-reader-text">Write a Comment...</label>
  <textarea name="comment" class="jp-carousel-comment-form-field jp-carousel-comment-form-textarea" id="jp-carousel-comment-form-comment-field" placeholder="Write a Comment..."></textarea>
  <div id="jp-carousel-comment-form-submit-and-info-wrapper">
    <div id="jp-carousel-comment-form-commenting-as">
      <fieldset>
        <label for="jp-carousel-comment-form-email-field">Email (Required)</label>
        <input type="text" name="email" class="jp-carousel-comment-form-field jp-carousel-comment-form-text-field" id="jp-carousel-comment-form-email-field">
      </fieldset>
      <fieldset>
        <label for="jp-carousel-comment-form-author-field">Name (Required)</label>
        <input type="text" name="author" class="jp-carousel-comment-form-field jp-carousel-comment-form-text-field" id="jp-carousel-comment-form-author-field">
      </fieldset>
      <fieldset>
        <label for="jp-carousel-comment-form-url-field">Website</label>
        <input type="text" name="url" class="jp-carousel-comment-form-field jp-carousel-comment-form-text-field" id="jp-carousel-comment-form-url-field">
      </fieldset>
    </div>
    <input type="submit" name="submit" class="jp-carousel-comment-form-button" id="jp-carousel-comment-form-button-submit" value="Post Comment">
  </div>
</form>

Text Content

 * Home
 * Interviews
 * Opinions
 * Blogs
 * Special Feature
 * In The News
 * People Movement
 * Magazine

 *  
   * Contact Us
   * About Us
   * Write to us
   * Download Exclusive eBooks
   * Naukri Hiring Suite

HR Director Priyank Parakh on Building Haleon Post-GSK Demerger
6
Join the community

Home » Interviews » HR Director Priyank Parakh on Building Haleon Post-GSK
Demerger
Interviews February 3, 2023 | 5:09 pmFebruary 6, 2023


HR DIRECTOR PRIYANK PARAKH ON BUILDING HALEON POST-GSK DEMERGER

Moumita Bhattacharjee
Bruhadeeswaran R
#Capability centre#Employer Branding#GSK#GSK Consumer Health Care#GSK
demerger#Haleon#HR Director#Priyank Parakh
 * 8.2k Views
 * 4 Times Shared
 * Comment
 * 6 Likes6

Priyank Parakh, Director- HR, Haleon

Priyank Parakh, Director of HR at Haleon, spoke with All Things Talent about the
company’s recent demerger, the importance of effective demerger communication
and employer branding, and competing for top talent.

Haleon was formed last July after the Consumer Health section demerged from GSK.
Can you please give us a summary of the business since the demerger and explain
how the workforce increased? 

GSK has a long history with its customers, both globally and in India. We have
done exceptionally well with Sensodyne, Crocin, and other products in India. As
a result, we continue to be the world’s leading consumer healthcare
organization. Everyone at Haleon understands what we stand for when it comes to
catering to our customers’ everyday health. Thus, we serve consumers and
maintain our brand’s power. Haleon is also listed on the London Stock Exchange.

A strong brand supports us throughout this journey. We continue to meet our
customers’ daily health needs and have strong three-digit growth.

Did you have trouble communicating with your employees when you demerged?

Haleon and I share the same personal philosophy: How can we really engage people
in a topic when there is change and uncertainty by talking about it? We stated
to employees that by demerging, we would unlock the potential of both
organizations – pharma business and the consumer.

That gave employees a lot of faith since stakeholders view these spaces
differently. R&D investment and market development differ greatly. That sent a
very obvious message throughout the entire organization. The second part is
about how we can all participate in this transformative journey together to
create something we will live and work with. As a result, Haleon issued
ownership shares to all permanent employees globally. 

We’ve built a lot of camaraderie by embracing what we’re building. Employees
took ownership of the change and were in the arena as a result.

Also read: Tietoevry’s 3-Pronged Employee Approach Helped Keep Their Head Above
Water During Pandemic Years

GSK has a brand recall. The consumer health unit is now called Haleon. Does it
affect the brand’s employer appeal? 

Not really. It is very critical to attract the right talent, which we have been
doing well. GSK is a very strong household name and a great employer with a
great legacy. That was definitely our USP. The world is getting transformed at a
rapid pace today. When I started my career, we aspired to work with big brands
and companies. However, young people today prefer newly formed businesses.
Therefore, the GSK core remains the same, however, the Haleon name offers us a
very vibrant and futuristic identity.

‘Hale’ comes from health and ‘Leon’ means strength. It really builds and brings
together the narrative of a consumer health company that caters to the everyday
health of an employee. So with that narrative, we are pretty much convinced at
this point to carry the legacy forward. Having said that, it’s a journey for us.
But how do we approach the larger target segment? 

With the power of that brand, I’m trying to show Haleon as a continuation of
that legacy, but in a very futuristic way. We’ll take it slow to keep our
customers happy and attract talent with our new brand identity. 

How has Haleon’s EVP changed since the demerger? Do any common practices remain?

Absolutely. We’ll keep doing the people practices that we’ve been doing.
However, we are continuing to develop and change some of those practices. 

For example, we are in the space of respiratory care with Otrivin.  We’re
working with our team to pioneer projects like pollution capture pencils. We are
visiting schools and encouraging children to use some of these as well as other
cleaner initiatives and learning opportunities. Some of these are available to
people through the Haleon Experience. Some of these are outside the categories
in which we compete. We would like to keep some of our key people practices,
which we are proud of.

Also read: Annual Appraisals To Get Obsolete, Focus on EVPs – HR Leaders Pick
Top Hiring and Recruitment Trends for 2023

You mentioned talent movements. Is there going to be a balance between internal
and external hires? 

We balance that well. We’re clear about developing internal talent. For GSK and
currently Haleon, it has always been a source of talent. We’ll keep doing it and
giving people opportunities to do so.

We’ll keep hiring external talent for capabilities we don’t have and in
capacities or profiles, we want.

Recruiting unique talent is the third. Therefore, these are some of the pockets
where we continue to scout talent and experiment with these capabilities and
competencies.

> “We are building a massive global capability centre, which is based in India,
> to support the global Haleon centre. These centres can cater to multiple
> requirements across the globe, whether it’s in tech, space, finance, or
> procurement space. It was a completely new learning experience for us since we
> have been a core FMCG firm and now we are getting into the industry that is
> building, and these support services are also new to us.”

What is Haleon doing to acquire capabilities?

To support the global Haleon centre, we are building a massive capability centre
in India. These centres can meet global tech, space, finance, and procurement
needs. Since we were a core FMCG company and now we’re entering the growing
industry and using these support services, it was a new learning experience for
us. We ended up hiring people from all over the world and gaining a lot of very
cutting-edge skills in the process. 

How many employees joined Haleon after the demerger and how many remained with
GSK?

In India, we have always had two separate businesses. Historically, both
companies were publicly traded before divesting. Thus, the work was clear in
building the organization and global separation. What also helped was Haleon’s
strong alignment with global consumers. Therefore, globally, it would have over
20,000 employees. As of today, there are roughly 1000 workers in India on the
commercial side and in the global capabilities centre.

HR was clearly separated because both organizations have always had different
needs. However, both organizations have built capabilities around functions like
procurement.

This means there were not many shared resources when the demerger happened,
which would have been a tricky situation to be alienated and then develop a
separate strength over there.

There are tangled elements that pose a challenge. For example, when GCC was
built, it was built together. Now we’ve put in a lot of effort to separate those
from GCC.

There were policies that had synergy, like a combined board. It would be
appreciated if we had to create a separate entity for each business. That is
exactly what we are doing right now; global isolation and ripple effects will
always exist. That continues to be there because we work in a very multinational
matrix organization.

Also read: Top 5 On-Demand Job Roles And Their Salaries in GCC: Report

How strong is Haleon’s core business facing employees and GCC employees? 

At this point, you can say 70–30; 30% is GCC. We are in the build-up phase.
Since we just separated, this year’s expansions will show you how we evolve.
We’re building capacity to serve the larger organization, and this year is
crucial. 

One key challenge is HR cost escalation. During and after Covid, a lot of
digitization has occurred. Could you explain the HR cost escalation, how it was
addressed, and whether any innovation occurred?

HR, as a team, is also significantly evolving in the right direction. Employee
contact and connect have increased significantly, and the talent marketplace is
becoming increasingly competitive, so HR business partnership capabilities must
increase.

On the other hand, we are also restricting standard or non-value-added HR
deliveries in a very tech-focused way. 

HR tech must evolve and become more intuitive and progressive. Thus, HR business
partnering is becoming more strategic, and we are also working on that.

We’re improving employee experience and services while controlling costs. The
good news is that we can balance that with many tech interfaces and so on.

Are these HR Tech investments limited to India, or are they a global phenomenon?

These are mostly globally driven. However, if there are very clear
India-specific requirements, we will continue to invest. The company is also
empowered to invest in areas that are country specific. 

What employee insights and experience outcomes have you gathered? 

We regularly survey employees. A global employee engagement survey is an
example. There are several indicators. Now that’s quantified.  

Thus, we will consider each and every piece of data as well as the opinions of
the employee regarding what they want to say, do, and change. So that’s what
leadership is all about, and it’s where we gain more and more insights. 

There are open channels where it’s a very transparent, fluid conversation
between employees and managers. And then there is a definite interface with HR.
As a result, you will notice that things come to light very quickly in our
setup, which benefits us as well.

For example, most organizations are struggling to bring people back to the
office. We are not because the pull is so strong, and employees’ desire to work
with us is so strong. To be honest, I did not agree to any flexible work
policies. 

We just brought up some guidelines, took them to employees, and engaged with
them to know the best way forward. People understood that the rules said you
could be flexible, but it was up to the employee and their manager to decide.

Also, we keep doing pulse surveys to see if there’s still a need for the policy.
Normally, these are done annually or biannually, but with the change of guards,
this is our first Haleon survey. Previously, it was known as the GSK survey.
Hence, we’ve recently finished one survey and will hopefully have another in six
months. 

> “HR, as a team, is also evolving significantly in the right direction. On one
> hand, employee contact and connect have increased significantly; the entire
> talent marketplace is becoming increasingly competitive, and thus HR business
> partnership capabilities must increase significantly. On the other hand, we
> are also limiting non-value addition or standard HR deliveries in a very
> tech-oriented manner.”

You said employees got some ownership shares. Is the ownership of the
international business?

Haleon is listed on the London Stock Exchange. We have ownership stocks to
encourage this wonderful act of co-creating ownership at different levels.
Hence, we are all shareholders of Haleon now, and that brings a lot of ownership
amongst all the employees to build the company. Then there’s LDI and other stock
programs like ESOPs.

We are not listed in Asia, Haleon is a global entity. All permanent employees,
around 20,000 people, have shares in the globally listed entity. 

How are you attracting first-time job seekers, experienced job seekers, and
career changers?

One out of four people in India uses Eno. Sensodyne has been an absolute case
study in terms of penetration and catering to India’s sensitivity demand. That’s
the kind of penetration we’ve achieved. So for a brand manager who wants to be
at Sensodyne, it’s like a dream brand to work on. Therefore, everyone in the
marketing or brand sector is well aware of some of these companies because they
are amazing case studies of growth, build-up, penetration, and so on. 

Everyone knows the kind of working environment GSK has always had, they look up
to us and look forward to working with us. They are now curious to know what a
new Haleon would be like.

You will see individuals talking about the Haleon experience as we move forward,
and it is, once again, a global initiative. As a result, we’ll make progress on
this as well.

Also read: Talent Branding, Navigating Attrition: How Infosys is Making ‘Work’
Work

How do you communicate your vision to the potential candidates at Haleon?

It’s not only about us choosing the candidate; it’s also about the candidate
choosing us. We strive to establish a platform where we can have open
conversations about our brands. Everyone is aware of oral health, digestive
health, respiratory pain, and now health and well-being. In all of those
categories, they have either direct or adjacent experience. So, when they sit
for the interview, we have extremely meaningful conversations about what we can
achieve together.

When our recruiters reach out to people, they have a very clear understanding of
what they want from a candidate. They have transparent communication, like, what
do we do? What kind of structure do we have? What kind of job roles do we have?
That conversation builds people’s confidence and the relationship becomes very
meaningful.

Author: Priyank Parakh comes with experience in high-impact leadership roles in
MNCs and Indian conglomerates in the Consumer Goods/Durables and Healthcare
sectors.

Registered Name: Haleon Plc
Headquarters: Weybridge, England, UK
Year of Incorporation: 2022 in India as a demerged entity
Number of employees: 22,000+
Key Executives:
Brian McNamara – Chief Executive Officer;
Keith Choy – President, Asia Pacific CH Executive;
Navneet Saluja – BU GM, India Sub-Continent;
Anurita Chopra – BU Marketing Lead ISC;
Rupendra Yadav – BU Sales ComEx & Expert Lead ISC;
Priyank Parakh – Director HR, ISC;
Shanu Saksena – Head, Ethics & Compliance ISC and Wider Asia;
Ashish Pandey – Head of Digital & Tech, ISC;
Nitin Mathur – EVP, Finance
Business Line: Deliver better everyday health with humanity
Key HR Factors:
-Haleon is offering up to 40 preventive healthcare services free of cost to all
employees and their dependents.
-Our progressive parental leave policy is a leading example of how we truly care
for our employees.



 

 * 8.2k Views
 * 4 Times Shared
 * Comment
 * 6 Likes6


LEAVE A REPLY CANCEL REPLY



 


POPULAR ARTICLES

Birlasoft’s Deepak Dobriyal on How Pandemic Led the Organisation to Introduce
Benevolent Fund in 2022


It’s Time to Fix Your Performance Management System; HR Leaders Suggest How!


This Drone Tech Startup is Hiring 350+ by the End Of CY23


Automovill To Add 100+ Employees by the End of CY24


Staffing Service Bigshots Rev Up Headcount in 2022 But There’s a Problem – An
ATT Analysis


Quiet Hiring, Gen-Z Skill Gaps – 9 Trends That Will Alter Future-of-Work in 2023


Gig Workforce to Expand To 23.5 Million by 2030; What Does it Mean For India? –
ATT Analysis


International Women’s Day: 16 Women Leaders Offer Career Advice for Aspiring
Women Leaders


50% Women Feel Slowed Down by Their Own Self-Limiting Biases – Report


McDonald’s India To Hire 1500 Professionals Through NGOs


View more


LEADERS SPEAK

CEOs today use their Chief Human Resource Officers (CHROs) the way they use
their CFOs—as sounding boards and trusted partners.
Harshvendra SoinGlobal Chief People Officer and Head – Marketing, Tech Mahindra
The biggest priority now is in terms of repopulating workspaces as needed and
making them functional again
Richard LoboEVP and Head HR, Infosys
Despite us having walked out of one of the most tiring times, we’re walking into
another challenging time ahead with geopolitical uncertainty, inflation-related
challenges
Priyanka AnandVP u0026 Head HR – SEA, Oceania India, Ericsson
I would rather focus on getting the right people than spend resources on
tracking how much time they are putting into work
Amit DahanukarCMD, Tilaknagar Industries
The trend of job-hopping every few months and employees sitting on multiple job
offers is likely to wane in 2023.
Archana KrishnaCo-Founder and CHRO, Simplilearn
Earlier, we used to visit only NIT and government engineering colleges. But
today, we are seeing talent coming from Tier 3 and Tier 4 colleges.
P PadmakumarED HR and CSR Head, Saint-Gobain India
 * 1
 * 2
 * 3
 * 4
 * 5
 * 6


If you have an opinion on the latest trends that impact employee welfare,
employer branding, and more, we would like to hear from you. Write to us!




RELATED ARTICLES

Emotional Intelligence and Empathy in Leadership


Culture of Oneness and Inclusiveness: Bygones of the Ideal World to the Reality
Check of 2020


A Call to Arms for the Future of People Analytics


Leadership in VUCA World: It’s People Over Power


For the First Time, We have Articulated EVP For the Employees: Satyajt Mohanty,
Crompton Greaves Consumer Electricals


Building a Good Experience-led Retention Plan around Rising Retiring Workforce


People Over Profit – Adding ‘Humane’ to ‘HR’


Is Your Corporate Culture Creating Quitters?


Balance for Better


Procter & Gamble India Extends Workplace Benefits To Partners Of LGBTQ+
Employees – Details Inside


View more

#hiring #talent #salary #candidateexperience


THE NEW-AGE CANDIDATE EXPERIENCE

Naukri Hiring Suite 13.8K subscribers




NAVIGATE

 * Opinion
 * Interviews
 * Blogs
 * Special Feature
 * In The News
 * Magazine
 * Contact Us


ABOUT ALL THINGS TALENT

We are a community of Human Resource professionals who are passionate about
recruiting and all things talent. We meet every month to discuss, network, share
ideas and grow! This initiative powered by Naukri Hiring Suite, is strictly for
HR professionals. Content from our Magazine, events as well as interesting new
articles are available here.


SUBSCRIBE TO OUR NEWSLETTER

Subscribe
Check recent newsletter

By clicking "Subscribe" button above, you are accepting our Terms & Conditions
and Privacy Policy.

Follow Us:


Trade Marks belong to the respective owners. Copyright © 2022 Info edge India
Ltd. All rights reserved.


×
Search for:
What are people searching for?
All Things TalentHuman ResourcesEmployee ExperienceWork CultureEmployee
EngagementLeadershipDiversitySpecial FeatureEmployer BrandingEmployee
WellbeingTalent ManagementRecruitmentRemote WorkHiringEmployees
×

SHARE THIS ARTICLE IN YOUR CIRCLE


Or copy link
Copy
×
 * Opinion
 * Magazine
 * In The News
 * Blogs
 * Interviews
 * Special Feature
 * Naukri Hiring Suite
 * Write to us
 * About Us
 * Contact Us

If you have an opinion on the latest trends that impact employee welfare,
employer branding, and more, we would like to hear from you.
Write to us!


SUBSCRIBE TO OUR NEWSLETTER

Subscribe Check recent newsletter

By clicking "Subscribe" button above, you are accepting our Terms & Conditions
and Privacy Policy.

Follow Us:


 

Loading Comments...

 

Write a Comment...
Email (Required) Name (Required) Website


Click on allow to subscribe to notificationsStay update with the latest
happenings on out site

Later Allow