JK Paper’s legacy goes back to 1938 with the setting up of Straw Products in Bhopal. Today, it’s a leading paper company in India, with three integrated mills. Apart from being the pioneer of branded paper, it’s a leading sustainable paper product solutions provider. The company has a worldwide footprint with customers in over 60 countries covering the USA, Middle East, Europe, South-East Asia, and Africa. Managing such a huge company means maintaining a big and diverse talent pool. “We literally look at the market or at the competitors constantly to understand how people are doing at their levels”, Mr. Ashok Varma, its Vice-President and Human Resources Head informs Paper Mart.
Paper Mart: As a leading paper company, JK Paper needs a big and diverse talent pool. How are the talents scouted, identified and recruited?
Ashok Varma: The success of JK Paper is driven by the rich and diverse talents within our organization. Our scouting process is extensive and well-planned, as we explore a wide range of options. We partner with leading universities and institutes to attract fresh talent through internships and campus interviews. Internal mobility of talent is promoted by identifying and developing existing employees for higher roles. Selection process of candidates is also stringent. A mix of structured interviews, assessment centres and skill assessments are used to assess technical skills, cultural fit, and behavioral traits of the candidates. Crucially, we believe that meticulous planning is key to our success. In addition, we source talents from platforms like Naukri.com and LinkedIn. By exploring these avenues, we ensure that we have access to the best talent pool available.
PM: What has helped you to attract these talents and comparing yourself to your industry peers, how do you think JK Paper is positioned?
AV: We are at the top of the game. JK Paper’s established market leadership and reputation for quality products give it a competitive edge over peers in attracting talent looking for stability and challenging assignments. There are several factors which help us in attracting the top talent. JK Paper is recognized for its robust company culture, stability, and growth opportunities, which are consistently highlighted through various channels, making us the most preferred employer in paper industry. We offer comprehensive training programs, job rotation opportunities, and clear career progression paths which attract ambitious professionals looking for growth. There is a lot of emphasis on innovation and sustainability in operations which appeals to forward thinking candidates. Company also focuses on health and welfare of employees.
PM: What process have you adopted to ensure that your workforce stays ahead in the game?
AV: To ensure our workforce stays ahead in the game, we have adopted a comprehensive process that emphasizes constant upskilling. We offer blended learning solutions to our employees. Access to an online learning portal with more than 6,500 courses is given to employees, allowing them to continuously enhance their skills and knowledge. In light of our company’s focus on digitalization, it is crucial that our workforce remains tech-savvy. To this end, we provide specialized training programs to help our employees stay abreast of the latest technological advancements. Additionally, we recognize and reward the best performers on a quarterly basis, which not only encourages good performance but also fosters a culture of excellence within the organization. This dual focus on continuous learning, technological proficiency, and recognition ensures that our team remains competitive and motivated.
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PM: Talent pools are mainly concentrated in the urban areas, leaving rural areas with limited access. What is that you do to draw those talents to your mills in rural areas and make them stay?
AV: First and foremost, to support the local ecosystem we try to recruit from local areas. Over the years we have built robust ties with local and government institutions at the village level. Once the talents are with us, they know that there is a competitive environment waiting for them since we have world-class manufacturing facilities. We offer well-equipped residential quarters for employees and their families at plant locations. These residential facilities include amenities such as healthcare, recreational centers, and educational facilities for children, ensuring a comfortable living environment. So, it’s a complete and rich ecosystem across all units that helps us retain people. Attrition at plant level is only 5% which translates into 95% retention rate which is commendable as compared to the industry. People are sticking with JK Paper because they see how we deal with people, how we deal with the environment, and the sustainable initiatives we undertake on behalf of the organization.
We place a strong emphasis on providing opportunities to our internal talents, which plays a crucial role in our culture at JK Paper. Employees are well aware of this commitment. We also practice periodic job rotation, allowing those who have spent three to four years in one unit to apply for different roles within the company. Additionally, we regularly groom our employees to enhance their skills and capabilities. Our total rewards are among the best in the industry. These factors significantly contribute to making our employees feel valued and motivated to stay and grow within the organization.
PM: One thing which defines a company is its culture. How do you create that kind of culture?
AV: Our vision at JK Paper is to be a trusted industry leader, enriching lives and creating a better future. This vision is closely connected to our commitment to fostering a people-focused culture and maintaining a transparent organization. We have nurtured an environment where employees feel valued, engaged, and supported, from top management down to the workmen level.
To ensure transparency, we have established at least 10 to 12 communication forums where management communicates openly with employees. These include regular communication meetings, skip-level meetings, newsletters, and digital platforms, ensuring employees are well-informed about company updates, goals, and achievements. Our open-door policy allows any employee to discuss their performance, ask questions, and resolve difficulties, reinforcing our mission to care for people and the community.
We attribute our success to the efforts of plant and unit heads, production managers, and local HR plant heads, who have effectively propagated this culture. Our robust processes are now ingrained in the DNA of our organization, aligning with our mission to deliver sustainable solutions and profitable growth through digitalization, innovation, cost competitiveness, customer centricity, and outstanding and agile talent.
Additionally, we offer regular yoga sessions to help employees manage stress, improve physical health, and enhance overall well-being. We also conduct outbound training, family picnics, and various sports tournaments regularly to engage employees, furthering our commitment to people and community care.
In summary, our people-focused culture, transparent communication, and employee engagement initiatives are integral to achieving our vision and mission at JK Paper, enriching lives and creating a better future through sustainable and innovative solutions.
PM: What are some of the employee-focused skilling programs that you have introduced at the plant level, and how would you describe the success rate?
AV: We have created domain experts in Manufacturing. We hire a lot of engineer trainees. If you look at the numbers, we hire at least 30 trainee engineers every year and they go through the grind from the bottom of the skill level. So they go through a training process and are well-rounded as they grow in the system.
We provide training programs on the latest digitalization trends, including Generative AI and the basics of analytics. These programs are designed to equip employees with the knowledge and skills to leverage digital technologies in their daily work and improve operational efficiency.
If an employee is performing well in one unit but seeks a change, we provide opportunities for advancement by transferring them to another unit. We focus on sharpening their skills and upscaling their capabilities before placing them in a new role. At the leadership level, we offer various courses to our employees. We conduct 360-degree appraisals, assessments, and psychometric tests. These tools help employees identify their shortcomings, and our coaches and mentors assist them in overcoming these deficiencies and bridging the gaps. At JK Paper, this practice has become an integral part of our organization.
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PM: How do you promote diversity as well as inclusivity in your organization?
AV: Two years ago, our diversity percentage was less than 3%. Since then, we have made a concerted effort to increase diversity at JK Paper. We have made significant progress in hiring and bringing female employees into roles at our head office, as well as in sales, marketing, and manufacturing. This has been possible due to the strong support from the Top Management, allowing us to sustainably drive diversity.
A notable example is our recent initiative at the Sirpur paper mills, where we started a manufacturing line run entirely by female employees—an unprecedented move in the paper industry in this country. This significant step would not have been possible without our directors’ support. We have currently increased our diversity percentage to 5%, with a target to reach 8%.
We have grown substantially in hiring women, placing them in management roles, and listening to their perspectives. We have numerous forums to promote diversity, including having a diversity representative on each floor. These representatives are responsible for addressing any grievances from female employees and communicating these issues to the management.
PM: How would you describe the effectiveness of your HR initiatives?
AV: Every two years, we conduct employee engagement surveys to track key metrics. These surveys help us identify our strengths and areas needing improvement. Following this, we perform pulse and dipstick surveys, allowing employees to confidentially share their opinions and feedback. We also carry out engagement surveys specifically at the workers’ level to understand what is working well for them and identify areas for enhancement. This process helps us gauge the impact of our initiatives. As a result, JK Paper has become a leading name in the country, showcasing our commitment to being a talent house. This achievement stands as a testament to our efforts.
