 "I have involved myself in the career trajectories of the new recruits: Abhyuday Jindal")
In a buzzing environment where young graduates look towards start-ups and technology-driven companies for jobs, a core industry such as stainless steel might not be as attractive. In his first exclusive interview, Abhyuday Jindal, vice-chairman of Jindal Stainless (Hisar), speaks to Manavi Kapur about how his focus on human resources is helping him shape a younger workforce. Edited excerpts:
What was it like to grow up in one of India's most illustrious business families?
Seeing how my grandfather built the business from the ground up has been the biggest learning experience. As the patriarch of the family, seeing him has been the greatest inspiration, especially when you consider his lack of formal education and his success together. They have set the example for all of us and growing up in the same home, the youngest generation is lucky to have such motivation right at home. My interest has been in manufacturing because I have literally seen the factories being set up. While I always knew that I would join the family business, my parents allowed me to arrive at that decision on my own. I was given complete freedom to explore my intellect and interests. To understand what I really wanted to do, I worked with all the Jindal businesses and each one taught me something new.
I did not take the technical educational route and chose an education in business, so that down the road, I could add more value to the business. In that sense, I am also now focusing on human resources and recruitment. Traditionally, we tend to look for an engineering background while hiring for Jindal Stainless. But now, since I myself came from a non-engineering background and have enough engineers forming the core of our business, I have tried to diversify the recruitment to hire high-quality executives from premier institutions. I also try and go for the recruiting process so that I can personally share the vision and direction for the company. This also piques interest because a vice-chairman level executive doesn't generally visit campuses for recruiting fresh graduates. Hence, they tend to take the profile and the company more seriously.
The younger lot, I have noticed, does not find a traditional manufacturing set-up too attractive. But when someone as young as me is a member of the recruitment panel, it gives them a sense of confidence. I have involved myself in the career trajectories of the new recruits and frequently review their work. They need to know that we are invested in their careers to give them the sense of security to join us.
I am building this young and vibrant workforce with and around me so that the company can diversify into various verticals. If stainless steel per se is not interesting as a company profile, diverse portfolios such as defence and retail allow us to keep our workforce interested. For example, it has been my interest to raise awareness about stainless steel, particularly at a consumer level.
For someone as young as yourself, how difficult has it been to mentor and guide the staff?
The atmosphere of mentorship has to be informal. The boundaries have to break, even if it is sometimes as small as eating lunch together. But, at the same time, there is an entire generation of senior staff that may not take to this change very well. To them, I feel I have to first prove myself and only then can I be taken seriously. In the two years at Jindal Stainless, what has helped me gain their respect and create a smooth work ethic is the fact that I just didn't turn up one day and become vice-chairman. I worked at the various Jindal businesses, especially on projects with my uncle, Sajjan Jindal. Coming with that experience, the people at our company are bound to have faith in my abilities.
Besides recruitment, what do you think has changed with a generation change within the company?
In terms of the management style, I think the biggest differentiator for my generation is technology. A step as tiny as going paperless can tremendously reduce cost. Besides, business analytics and knowing the importance of smart marketing wasn't something that was prevalent even 10 years ago. Bringing that into the business makes quite an impact.
What was it like to grow up in one of India's most illustrious business families?
Seeing how my grandfather built the business from the ground up has been the biggest learning experience. As the patriarch of the family, seeing him has been the greatest inspiration, especially when you consider his lack of formal education and his success together. They have set the example for all of us and growing up in the same home, the youngest generation is lucky to have such motivation right at home. My interest has been in manufacturing because I have literally seen the factories being set up. While I always knew that I would join the family business, my parents allowed me to arrive at that decision on my own. I was given complete freedom to explore my intellect and interests. To understand what I really wanted to do, I worked with all the Jindal businesses and each one taught me something new.
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How have you changed the human resources and recruitment practices at your company?
I did not take the technical educational route and chose an education in business, so that down the road, I could add more value to the business. In that sense, I am also now focusing on human resources and recruitment. Traditionally, we tend to look for an engineering background while hiring for Jindal Stainless. But now, since I myself came from a non-engineering background and have enough engineers forming the core of our business, I have tried to diversify the recruitment to hire high-quality executives from premier institutions. I also try and go for the recruiting process so that I can personally share the vision and direction for the company. This also piques interest because a vice-chairman level executive doesn't generally visit campuses for recruiting fresh graduates. Hence, they tend to take the profile and the company more seriously.
The younger lot, I have noticed, does not find a traditional manufacturing set-up too attractive. But when someone as young as me is a member of the recruitment panel, it gives them a sense of confidence. I have involved myself in the career trajectories of the new recruits and frequently review their work. They need to know that we are invested in their careers to give them the sense of security to join us.
I am building this young and vibrant workforce with and around me so that the company can diversify into various verticals. If stainless steel per se is not interesting as a company profile, diverse portfolios such as defence and retail allow us to keep our workforce interested. For example, it has been my interest to raise awareness about stainless steel, particularly at a consumer level.
For someone as young as yourself, how difficult has it been to mentor and guide the staff?
The atmosphere of mentorship has to be informal. The boundaries have to break, even if it is sometimes as small as eating lunch together. But, at the same time, there is an entire generation of senior staff that may not take to this change very well. To them, I feel I have to first prove myself and only then can I be taken seriously. In the two years at Jindal Stainless, what has helped me gain their respect and create a smooth work ethic is the fact that I just didn't turn up one day and become vice-chairman. I worked at the various Jindal businesses, especially on projects with my uncle, Sajjan Jindal. Coming with that experience, the people at our company are bound to have faith in my abilities.
Besides recruitment, what do you think has changed with a generation change within the company?
In terms of the management style, I think the biggest differentiator for my generation is technology. A step as tiny as going paperless can tremendously reduce cost. Besides, business analytics and knowing the importance of smart marketing wasn't something that was prevalent even 10 years ago. Bringing that into the business makes quite an impact.