"Pandemic Has Increased The Pace Of Innovation," Believes Anand

HR Leader deals with the invaluable human asset which is the only asset that has unlimited potential. If nurtured well, it carries the vision, values, mission & culture to lead the company towards the achievement of its goals. It is the bridge between all departments & a part of the role of every manager.

Ravleen Anand Joined ALP as a Management Trainee 17 years back, progressed to International marketing, then Human Resources. Currently, she is heading Human resource and Marketing Communications, and overlook CSR and IT while being the Director of 2 companies and founder of a Non-Profit.

Looking back at her tenure till now she shared a few remarkable contributions and said, “I’ve been successful in creating a professional, fair and transparent performance management and employee system while maintaining the essence of a family organisation.”   She takes pride that she has played a leading role in creating a shift from transactional HR to creating a transformational organisation-wide culture that is goal-oriented and bound together with a clear vision, trust and belongingness.

The company’s 2,200 multicultural employees from 5 states and 5 countries, ALP today is Family, and a way of life, a place where they feel self-actualised and taken care of. ALP now have a negligible attrition rate of high performers and a salary wage to revenue ratio of 16 per cent and no unions. The structure of the company is such that is agile and resilient to be able to quickly change, adapt and take advantage of new opportunities and navigate threats.

Keeping the growth in terms of profit and evolution at the centre Anand has played a significant role. She remembers rebranding ALP as Align Learn and Progress (Previously Anand Lescuyer Polymers) and ensuring that this vision runs through the veins of the organisation, hence cultivating a culture that is resilient and open to change, learn, grow and transform. This was crucial because the attrition rate of the organisation is negligible. 

ALP seems to keep the focus on learning and development responsibly as 20 per cent of the individual Scorecard is based on learning & development. Organisation-wide Crash course in products and technology, high Potential employee and long tenure employee’s growth program, job rotations, quizzes & competitions including others.

Women in leadership roles are still not very common phenomenon in the automotive industry. Emphasising the change, Anand would like to see in future she mentioned, “In future, I look forward to enhancing inclusion, diversity, gender equality, including providing opportunities, respect, empowerment, and growth opportunities for women, and unrepresented sections.” To take ALP to greater heights she stated her vision and said, “My vision is to create a goal-oriented bias in the organisation wherein diversity is celebrated, honed and nurtured to attain higher feats.”