Employee Diversity at High Beam Global: An Inclusive Approach

Abstract

Founded in 2010 in Gurugram, India, High Beam Global Pvt. Ltd. (HBG) is a sustainability-focused market research organization with the mission of providing high research service quality to its clients and vision of integrating organization’s success with employee’s effort and maintaining organisation sustainability. Gurugram being the hub of corporates in northern India helped Rajat Sahni (Rajat) and Abhik Moitra (Abhik) founders of HBG to gain steady business in the research industry. Despite decent business performance and sustainable corporate bustle.  in December 2011 HBG declares to split as HBG Knowledge Services Pvt. Ltd. (HBGKS) and HBG Medical Assistance Pvt. Ltd. (HBGMA). Was the split a strategic move for expansion or an internal conflict? However, the question was how could they maintain sustainability alone?

The research industry had been grown rapidly in India over the last decade, with the contribution of 7.7 % in Indian GDP for FY 2014–15. Within a short span of six years, HBGKS was able to gain an impactful position in the industry with 35% of the annual cumulative growth rate of business turnover till FY2014-15 and bustle sustainable activity. HBGKS employees were sensitized with eco-friendly behaviour by drilling them on turning the lights off when they left a room, paper-free office and must have good interpersonal relationships with colleagues. Rajat had also designed an inclusive approach to socialize his employee and set them united in diversity. While interviewing employees about their sustainable and inclusive approach, everyone had given a positive viewpoint on the company and their leader Rajat. But few incidents in HBGKS had set the situation adverse to the optimistic opinion of employees. IN absence of Rajat most of the employees were agitating against the sustainable and inclusive approach. Rajat dream for the diverse employees working together and maintaining corporately sustainable was in a questionable state. Few employees attribute the failure to Rajat’s inefficiency and other employees see the downfall due to split and change in company culture of HBGKS. In this case, students will be challenged with analyzing all aspects of a sustainability-focused business and considering why sustainability and inclusion approach failed to work in HBGKS, despite decent financial gain over that period.

AuthorsReshmi Manna, Richa Bajpai & Ankit Singh
InstitutionICFAI Business School-Gurgaon, India & Pantaloons, India
Competition Year2018
PlaceRunner Up
TrackCorporate Sustainability
Key WordsEmployee diversity program, Employee engagement, Inclusive approach, Fringe benefits and churn rate
CoursesStrategic Management, Human Resource Management
Target AudienceMBA, Undergraduate Business Management
Permission rightsThis case is part of the oikos free case collection. Download a free online copy below. If you are a faculty member and you are interested in teaching this case, you can request a free teaching note by sending us an email to freecase@oikos-international.org.
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posted June 5, 2018

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