Communication Intervention

Financial Services

Problem Statement

How to improve communication of your customer facing consultants?

Key Challenges

  • Organization and consultants were losing credibility
  • Consultants didn’t know how to handle clients or follow up with internal teams
  • Huge MTI

Audience and Duration

80 Customer facing consultants-1.5 years

Intervention Introduced

  • Competency mapping with consultants
  • Assessment of current abilities
  • Level wise competency development intervention
  • Post intervention reassessment and coaching

Outcomes

  • Improved grasp of English language both spoken and written
  • Improved confidence and assertiveness
  • 71% of all consultants moved beyond the point where they need hand holding

Executive Presence

Engineering/ Networking

Problem Statement

How to improve the brand presence demonstrated by leaders?

Key Challenges

  • Imbibing the importance of form vs substance for leaders
  • Improving the overall impact of the leaders’ presence
  • Ensuring constant improvement

Audience and Duration

25 Senior managers : 15-20 years experience 3 days over 3 weeks

Intervention Introduced

Executive presence program - LTTA - Bridging the gap between perceived leadership brand and aspired leadership brand

Outcomes

  • 91% improvement rate as measured by leaders
  • Training areas integrated into monthly check ups between CEO and upper management

Nancy

IT/ITES

Problem Statement

How to ensure high organizational fit and performance for new employees?

Key Challenges

  • No formal induction program in place
  • Disconnect between new employees and organization culture
  • Insufficient knowledge retention on organizational policies and practices

Audience and Duration

20 Newly recruited legal associates. One, 2 day session per month

Intervention Introduced

  • Customized, simulation based induction program designed in consultation with the organization
  • Real time problems and solutions determined for lifecycle challenges
  • Creation of induction EDM to provide top down interaction during induction process

Outcomes

  • Associates demonstrated greater understanding of organization culture
  • New employees demonstrated greater ability to tackle problems
  • Higher level of organizational commitment

Innovation school

Education/Consulting

Scenario

One of the world’s largest consulting firms whose client’s include 89 of the Fortune 100 companies was facing a challenge with it’s innovation systems

Key Challenges

  • Importance of and need for innovation had not been successfully communicated to the employees
  • The process of innovating and implementing new ideas was not uniform throughout all offices in the country
  • Ideas, once generated along with implementation plans were being stifled at the approval stage, and were not able to move further into successful implementation
  • Existing process for innovation was not producing the required results on the desired scale

Audience and Duration

4 month intervention

Intervention Introduced

  • Innovation school. Programs based on practical learning such as case studies, innovation labs, qualified steps for innovation
  • Panel discussion with the leader to encourage buy in
  • Project plan was developed at the end of the workshop to see a productive outcome of the intervention with intense monitoring every 2-3 weeks
  • Innovation was integrated as part of KRA’s and recognition areas
  • Huge branding related to innovation in terms of both product and process

Outcomes

  • 2 teams implemented the projects they were given at the end of the workshop till completion
  • Structured approach to innovation was introduced
  • Strong capability to drive innovation was built across the country
  • Clear accountability and ownership for the innovation process was created, and innovation was quantified for the business
  • Rewards and recognition system was set up to improve the flow of ideas to the business

Assessment Centre

Manufacturing

Problem Statement

How to identify High potentials and align career paths to individual drives?

Key Challenges

  • Identifying high potentials among a group of high performers
  • Investing in the right people for further development
  • Aligning career path with individual aspirations
  • Introducing a cultural change to drive ‘Volition’ at work

Audience and Duration

75 Individual contributors and team leaders with 5-10 years of experience 4 day assessment center, combined with online assessments and 4 Career drive workshops

Intervention Introduced

  • Assessment center developed and customized to measure competencies outlined by the organization
  • 360 degree review process integrated with assessment center
  • Career development workshops with one on one coaching

Outcomes

  • Revolutionary 9x9 grid designed for the organization to identify Hi Potentials
  • Top 1/3 out of group of 75 identified as Hi Potentials among Hi Potentials
  • Individual drives and talents aligned to organization need for succession planning

Fraud Management

IT/ITES, Education/Consulting

Problem statement

One of the ‘Big 4’ IT services brands worldwide was facing a challenge with creating an implementable culture of integrity and fraud prevention

Key Challenges

  • Loss of faith in organization due to fraudulent cases
  • No written culture or induction process on fraud management
  • New fraud management structure

Audience and Duration

Coordination between India and US offices of organization

Intervention Introduced

Complete design and implementation of Fraud Management system, along with cultural integration of integrity and ethical business practices

Outcomes

  • Clearly defined Fraud Management structure and process for the entire organization
  • Fraud management champions created at multiple levels
  • Ethical business practice training integrated with employee induction

Performance Management System

Education/Consulting

Problem Statement

How to set up a Performance management system and integrate this with HR functions

Key Challenges

  • New institution with new employees
  • Lack of structured JD’s linked to performance
  • Redundancy in jobs performed at various levels
  • Micro managing from top down due to lack of empowerment at lower levels

Audience and Duration

Direct Interaction with Chairman and senior management 120 down the line employees 3 months

Intervention Introduced

Performance linked JD creation for senior management and down the line employees Integration of JDs with PMS

Outcomes

  • Clarity of roles and responsibilities from top down
  • Removal of redundancy in execution
  • Leadership time saved from performing transactional tasks

Authority mapping- Telecom Industry

Telecom

Problem statement

How to curb HR attrition and frustration over HR policies among employees

Key Challenges

  • Dysfunctional HR department
  • Poor engagement
  • Lack of work goals and non accountability
  • Low self esteem

Audience and Duration

Key stakeholders from HR department 3 months

Intervention Introduced

Online Behavioral and goal analysis HR skill workshops Authority mapping

Outcomes

  • Strategic alignment between leadership and HR team
  • HR roadmap for policy creation and alignment
  • 30% of leadership time saved

Employee Engagement

Manufacturing

Problem statement

How to improve training and development impact and increase employee engagement

Key Challenges

  • Loss of market share
  • Technical skills unable to keep pace with technical improvements
  • Huge resistance from company union

Audience and Duration

3 level interaction:
  • Leadership level
  • Plant managers
  • Plant Workforce 1 year

Intervention Introduced

Leadership GAP analysis, coaching and skill development Behavioral training and OBTs for Plant managers Communication and stress management for plant workforce

Outcomes

  • Reduction in conflicts and grievances from the plant floor
  • Improved feedback delivery and reception
  • Leaders seen as “Walking the talk”
  • Improved inter team communication and openness to learning

Productivity Maximization- Manufacturing sector

Manufacturing

Problem statement

How to utilize culture to impact organizational productivity

Key Challenges

  • Falling productivity an missing of timelines and deliverables
  • Inability to cope with external changes
  • Loss of customer base due to inability to compete on innovation, pricing and speed

Audience and Duration

Senior leadership- Function heads HR & Learning and development teams 90 days

Intervention Introduced

Culture diagnostics with key stakeholders Learning and coaching sessions combined with 360 degree profiling of leadership TTT for knowledge transfer to leaders’ reporting teams

Outcomes

  • Reduction of stress and increased sense of control
  • Increased sense of engagement and motivation among employees
  • Visible increase in collaboration and creativity as a result of increased accountability
  • Increased performance on KPA’s across the organization

Change management- Technology Sector

Networking

Problem statement

How to merge cultures to prevent attrition and employee resistance to merger and acquisition

Key Challenges

  • Prevent attrition of recently acquired company
  • Successfully integrate two cultures and find common ground
  • Minimize resistance and disengagement due to merger

Audience and Duration

Interaction with 2 leadership teams Organization wide culture implementation

Intervention Introduced

Facilitated discussions between two leadership teams Skill building focused on attitude change Executive coaching

Outcomes

  • Winning environment created to extract best of both cultures
  • Increased trust and lower attrition among leadership teams which percolated down to the organization
  • Improved team performance and complementary product generation from new organization

Employee Empowerment

Telecom, IT/ITES

Problem statement

How to create a culture of empowerment and enable effective downward delegation

Key Challenges

  • Micro managing from upper management
  • Lack of decision making ability in lower levels
  • Leaders involved in transactional business rather than strategic development

Audience and Duration

Junior, middle and senior managers, 4 months

Intervention Introduced

  • Analysis of empowerment index
  • Critical evaluation of authority and empowerment priorities
  • Systemic changes enabled through HR

Outcomes

  • Culture change, system change and education of stakeholders on empowerment
  • Scaling up of empowerment and authority indices
  • Year on year validation of established system

Value Framework

IT/ITES

Problem statement

How to create and institutionalize a shared value system

Key Challenges

  • Young organization with unclear culture tenets
  • Broad level values not quantified into outcomes
  • Lack of clarity in action on areas of cultural integration

Audience and Duration

Interaction with senior leaders, Culture codification across organization, 3 months

Intervention Introduced

  • Diagnostics with key stakeholders across 2 geographies
  • Culture audit
  • Codification of culture tenets, values and their outcomes

Outcomes

  • 70% of systems aligned to value framework
  • Value in action plan established for the organization
  • Measureable outcomes for organizational values
  • HR tenets linked to business outcomes

Coach the Coach

Education/Consulting

Problem statement

How to build next generation managers through coaching and mentoring

Key Challenges

  • Lack of well defined second line of management
  • Absence of formal coaching and mentoring system within organization
  • No development framework for upcoming managers

Audience and Duration

Interaction with Senior and middle managers, 3 months

Intervention Introduced

  • Coaching GAP analysis
  • Development framework for senior and upcoming managers

Outcomes

  • 90% Accuracy in coach-coachee alignment
  • Formal system of coaching and knowledge transfer established

Value codification

Pharmaceuticals

Problem statement

How to inculcate adherence to values through organizational systems

Key Challenges

  • Values present but not adhered to within the organization
  • No measurable outcome of values in action
  • Lack of uniform working styles throughout organization

Audience and Duration

Senior leadership team interaction, Value rollout through HR team, 3 months

Intervention Introduced

  • Diagnostics on value generation and codification
  • Linkage of values and HR tenets

Outcomes

  • 90% HR operating systems aligned to values
  • 4 out of 5 HR operations aligned to values in action
  • Codified outcomes of values established for uniform ways of working

Employee Engagement

Retail

Problem statement

How to move increase employee productivity and retention through engagement

Key Challenges

  • Over 50% of employees disengaged with work
  • Lack of HR presence within the organization

Audience and Duration

Interaction with HR team and key organizational stakeholders, 6 months

Intervention Introduced

  • Customized branding of HR initiatives
  • Integration of EDM solutions with all HR activities
  • Organization wide, top down employee engagement initiatives rolled out

Outcomes

  • Organization among top 10 great places to work in India
  • Increased HR visibility within the organization
  • Increased engagement with work and reduced attrition rate

Culture Integration

IT/ITES

Problem statement

How to integrate geographically diverse cultures within the same organization

Key Challenges

  • Difference in ways of working between locations
  • Disconnect between employees
  • Mismatch between roles and responsibilities and authority

Audience and Duration

Interaction with key stakeholders across 3 geographies, 3 months

Intervention Introduced

  • Diagnostic discussions to determine culture and ways of working
  • Best of both worlds approach
  • Facilitated inter team interaction and solutioning

Outcomes

  • Culture of 3 diverse locations aligned
  • Clarity of roles and empowerment for decision making
  • Improved communication and inter team dynamics

Building Delivery capability

Retail

Problem statement

How to increase the ability of customer executives to analyze problems and solve customer queries

Key Challenges

  • Lack of customer satisfaction
  • Lack of confidence among sales executives
  • Lack of structured delivery

Audience and Duration

Managers of sales executives, 4 months

Intervention Introduced

  • Diagnostics with managers to identify competencies
  • Design of simulation program in conjunction with organization
  • TTT for managers

Outcomes

  • 100% completion of course
  • Increased knowledge capability measured post intervention
  • Skills linked to promotibility in organization

Compensation survey

Pharmaceuticals

Problem statement

How to increase the ability of customer executives to analyze problems and solve customer queries

Key Challenges

  • Lack of customer satisfaction
  • Lack of confidence among sales executives
  • Lack of structured delivery

Audience and Duration

Managers of sales executives, 4 months

Intervention Introduced

  • Diagnostics with managers to identify competencies
  • Design of simulation program in conjunction with organization
  • TTT for managers

Outcomes

  • 100% completion of course
  • Increased knowledge capability measured post intervention
  • Skills linked to promotibility in organization