RB doesn’t simply say it wants to be the best without meaning it.
Rather the organization believes in becoming the best by learning and acting upon the best practices in all facets of the organization’s workflow.

Last month, a sales workshop was conducted by the name of “Train the Trainer.” It was a two- day workshop where RB Sales personnel from all across the nation gathered in Lahore to discuss every detail of the sales booking and execution process.
The training was mediated by a young and energetic third- party trainer. Lengthy discussions, critiques on various sales approaches, team building exercises and presentations were all part of the agenda and kept everyone involved over the two days.
It was also a fresh change for the otherwise single mindedly target oriented sales people and was an appreciable change in the routine.

The aim of the workshop was to analyze the sales booking and execution process and make any and all possible improvements by refining it and making sure the execution is simpler, quicker and more effective. And the results are showing it; six weeks after the desired changes, sales have considerably increased and the process has become much easier to learn at the trainee level.

Of all things Reckitt Benckiser prides itself of being able to keep improving upon its processes and to make sure that the sales teams themselves aggregate, discuss, ponder and finalize any related changes exposes how Team Spirit is not just a named value in the organization but is also followed religiously.
RB enjoys empowering its employees so they can display their entrepreneurial abilities even if so as a team. It is not a blind faith in employees but the certainty that the people in the organization are fully aware how they can improve the business everyday.
It is a not so blind faith, because RB knows that it equips its people with the required skills to make the important decision right when it counts.

If you think about successfully building your career then visibility is one of the most important things. If one’s performance is visible to higher management levels then chances for the next step on your job ladder are high.

One of the best things about RB is that RB employees get ultimate visibility. When I was management trainee, the GM of RB Pakistan and directors of various functions knew not only my name but also they knew what projects I was working on.

The reason is that RB is a lean organization with an almost flat hierarchy. Employees are directly involved in the decision making process, rather than closely supervised by many layers of management. This eliminates bureaucracy in an organization and empowers people.

The top management is closer to the middle management which makes it easier for the upper management to communicate effectively to the lower level management. Flat hierarchy organizations like RB in comparison to tall structures are more effective in terms of innovation and empowerment. That is why RB won The Economist’s Innovation Award in the category of Corporate use of Innovation.

Our view is not limited to our country only, we get visibility on a global level. As management trainees we had training sessions with our regional HR director, SVP Global Corporate Communication & Affairs and our Regional Director. These kinds of sessions teach us to think global and act local; top management shares their views regarding RB global. We get to know the future plans, share best practise and have business updates with other regions.

With great empowerment and visibility comes great responsibility, everyone in RB knows every other person’s performance so one has to put his/her best forward. RB no doubt is a place for people who are achievers and performers.

Do you want to work in an environment where you have visibility to top management already in an early stage in your career? Do you want responsibility and are an achiever and high performer? Than RB might be the right place for you – find out more in the ‘Are we right for you?’ section on our website: www.reckittbenckiser.jobs