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Leveraging Your Unfair Edge ThroughLeadership Development
An Introduction to Hewitt Leadership Consulting | 2010
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Contents
Introduction toHewitt
Leadership
Consulting
Crafting the
Leadership
Strategy
Top TeamEffectiveness
Creating aLeadership
Pipeline
About HewittSome Client
Stories
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Section 1
Introduction toHewitt
Leadership
Consulting
Crafting the
Leadership
Strategy
Top TeamEffectiveness
Creating aLeadership
Pipeline
About HewittSome Client
Stories
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Hewitt Leadership Consulting
What Makes Us Unique
Most books and research on leadership
focus on the
Evolved research and interventions
should focus on the
(how to become a better leader) (how to build leaders faster and betterthan the competition)
CRAFT OF LEADERSHIP SCIENCE OF BUILDING LEADERS
At Hewitt, we emphasize on the science of building leaders, as opposed to the craft of leadership. It is this fundamentalpremise on which we base our research and intervention, and this key differentiator that makes us uniquely positioned tohelp our clients solve their leadership challenges.
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What We Consistently Hear from Clients
The Challenges
Our growth ambitions are outstripping our ability to groom talent
internally. We are not built to grow our talent pool fast enough tofeed our business growth.
We have solid technical capabilities. We just cant convert enoughof our technical leaders into business leaders.
We have a strong leadership team at the top but half of them willretire over the next 2 years. We dont have enough emerging
leaders to replace them.
We are expanding regionally and globally. Where can we find thetalent to run cross-cultural operations? Our existing leaders dont
have cross-border experience.
Our leadership team is strong, but they are being targeted by newentrants. We are not a big enough brand to attract strong leaders
from outside.
Double DigitGrowth
LeadershipSkills
AgeingLeaders
Expansion
Woes
AttractingLeaders
Faced with the triple
challenge of a rapidlychanging businessenvironment, drive toachieve aggressivebusiness plans, and anacute shortage of talent,our clients tell us that theywant more leaders, betterleaders, across the
organization, around theworld, ready sooner!
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What We Consistently Hear from Clients
Leaders Across Levels
We need our top teamto be directlyentrenched and involved
in a culture of leaderbuilding
We need to accelerate
the growth of our top
potentials and get themready for executive
positions sooner
We want our highpotentials to become
Leaders of Choice making us an Employerof Choice
We need to spot ouryoung potentials earlierand make them agents
of change andtransformation
MAKE ITHAPPEN
LEADERS
FRONT-LINELEADERS
FUTURESHAPINGLEADERS
TOP TEAM
YOUNG POTENTIALS
HIGH POTENTIALS
TOPPOTENTIALS
NEXT
CEOPower Co,
UK
Consumer Co,France
Telco, US
Tech Co, AsiaPacific
The demand for leaders is not restricted only to the higher echelons of management. Leaders are desired at every level,be it at the fore front to manage teams, at the middle to manage specific short term goals, or at the senior and top level the business leaders who focus position the company for success in the medium term and those that lead the company
into the future.
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Hewitt Leadership Consulting
Helping Clients Build Leaders Faster and Better than the Competition
WHAT WE BELIEVE
Our perspectives are based on our strongresearch foundation
WHAT WE DELIVER
Well rounded, specific interventions ensure that our clientshave the right strategy and approach
Our ResearchFindings
Our UniquePerspective on
LeadershipEffectiveness
Our beliefs
informs our
solutions
Our experience
sharpens our
beliefs
Benchmark with Top
Companies and craftLeadership Strategy
CRAFTING THESTRATEGY
Enhance the
effectiveness of theTop Team in building a
strong leadershipculture
TOP TEAMEFFECTIVENESS
Our research and interventions help our clients spot future leaders earlier and deliver better leaders faster!
Assess leaders and
accelerate growth anddevelopment to createcurrent and future
leaders
BUILDINGPIPELINE
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Our Beliefs
Hewitts Unique Perspective on Leadership Effectiveness
What the leader KNOWsimpacts the ability topick and execute the
right strategy
The choices a leader
makes in DOING whatmatters and letting go ofwhat doesnt impacts thespeed and effectiveness
of execution
The way the leader is
BEING(repeatedpatterns of behavior)
has an impact onorganization culture
and values
KNOW HOW
STYLE BANDWIDTH
Organizations tend to over-simplify leadership effectiveness using a generic list of competencies. At Hewitt, we believeeffective leadership is an ongoing interplay between 3 equally important components.
These effectivenessthemes worktogether and make
or break leadereffectiveness.
Building leaders
involves knowingareas of focus andwhat will have thebest impact on
leadereffectiveness.
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Maniacal focus ontalent
Practical and alignedprograms
Tipping point whenleadership becomes a
discipline
One of the key enablers of building leadership quality and depth is active involvement from the CEO and Board ofDirectors. At todays leading companies, talent management and leadership is owned by and driven from the topof the housefrom the C-Suite and Board of Directors ownership and oversight of talent and leadership practices
down to the personal ownership and accountability of leaders at all levels.
The Tipping Point to move from solid leadership practices to Great is when leadership becomes a discipline. Thishappens when the other three themes (outlined above) are executed in concert with
one another consistently and with depth. Leadership becomes a part of the very fabric of the organization. Inorganizations where the tipping point is reached, talent development becomes a way of life and indistinguishable
from running the business on a day to day basis..
Leaders lead the way
At Top Companies for Leaders, focus is on disciplined execution of talent programs and not just on
fancy design. The integration and execution of programs is what makes them real. Companiesdifferentiate themselves by effectively utilizing their practices to develop talent and leaders in support of their
business strategy.
Top Companies for Leaders are serious about investment in top talent. They more actively manage
and develop their best talent, and provide differentiated compensation, development, and exposure to senior
leadership.
Our Beliefs
Our Research Findings
Our flagship leadership study shows that the TOP COMPANIES FOR LEADERS do significantly different things in 4 areas
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SECTION 2
Introduction toHewitt
Leadership
Consulting
Crafting the
Leadership
Strategy
Top TeamEffectiveness
Creating aLeadership
Pipeline
About HewittSome Client
Stories
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Leadership Strategy
Hewitts Point of View
Our research shows that for organizations, success begins with a clearly defined leadership strategy. We have identified 6key organizational outcomes and 28 key levers of an Orchestrated Leadership Strategy
Does the organization
measure and monitor riskelements of the leadership
pipeline
TALENT RISKMANAGEMENT
Engagement
and RetentionRisk
Management
Succession
RiskManagement
Diversity
RiskKey TalentSupply Risk
Capability andTransition Risk
Management
Are leadershipexpectations & programsaligned to business
strategy
STRATEGYALIGNMENT
KNOW HOW
Alignment withStrategicDirection
Style Fit withCulture
DisciplinedAlignment
Check andUpgrades
Strategic
Long TermPlanning for
Leaders
How does the organization
identify, reward, builds& deploy key talent
Key TalentRewards and
Engagement
KEY TALENTFOCUS
Key TalentSegmentation
andIdentification
Key Talent
Staffing andMobility
Key TalentNetworks and
Access to SeniorLeaders
Do development
processes &programsdeliver accelerated
growth for leaders
ACCELERATEDGROWTH
Targeted
Programs forTalent
Segments
Faculty
andDelivery
Resource
Priority onDevelopment
Use of
MultipleTechniques
DevelopmentInfrastructure
Is the organizationeffectively executing
disciplined programs &processes over time
DISCIPLINEDEXECUTION
Governance and
Accountability
Leadership /Organization
DevelopmentCapability & Skills
Organization
Mindset onTalent
Collaborationand
Consistency
Technology
andInfrastructure
Are top executivespersonally involvedin Leadership building
Sponsorship of
Top Team forLeader Building
Efforts
TOP TEAMENTRENCHMENT
TalentReviews by
Top Team
Key TalentDecisionsmade by
Top Team
Priority andfocus on
LeaderBuilding
Directaccountability
for LeaderBuilding
OUTCOMES AND LEVERS OF A LEADERSHIP STRATEGY
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Leadership Strategy
Our Approach
The 28 levers are debated in detail through a workshop with senior management. The roadmap created is then used as ablue print for the implementation of practices and initiatives.
Level 1:
Falling Behind
Level 2:
Foundational Practices -Building Differentiation
Level 3:
Fairly Mature Practices,Building on Strengths
Level 4:
Highly Mature Practices,Pulling Away fromCompetitors
DISCIPLINEDEXECUTION
ACCELERATEDGROWTH
KEY TALENTFOCUS
TALENT RISKMANAGEMENT
STRATEGYALIGNMENT
TOP TEAMENTRENCHMENT
Where we are today Where we want to bein 12 months
Where we want to be in 3years
Where we need to focus ourefforts
ILLUSTRATION OF STRATEGY BLUEPRINT
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SECTION 3
Introduction toHewitt
Leadership
Consulting
Crafting the
Leadership
Strategy
Top TeamEffectiveness
Creating aLeadership
Pipeline
About HewittSome Client
Stories
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Top Team Effectiveness
Hewitt Point of View
Bandwidth
Style
Assuming Top Leaders are equipped with the Know How, thedifferentiators of top team effectiveness are the Style of Leadership andManaging Leadership bandwidth effectively. These become the focus areas ofour assessment and development intervention.
Further, our interventions address effectiveness of top team members asindividuals and as members of a working unit.
DIFFERENTIATORS OFTOP TEAM
EFFECTIVENESS
BUILDING EFFECTIVESS OF TOP TEAM AT AN INDIVIDUALAND TEAM LEVEL
AS INDIVIDUALS AS THE TOP TEAM
AIM Be effective in their ownspheres of operation and
responsibility
Be effective as the teamtaking all business decisions
and acting as thought leadersto execute strategy
FOCUS OFASSESSMENT ANDDEVELOPMENT
HEWITTSDEVELOPMENTTECHNIQUE
TOP TEAM COACHING
TOP TEAM FORUM
TOP TEAM FORUM
BANDWIDTH
STYLE
BANDWIDTH
STYLE
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Top Team Effectiveness
Credible Assessment The Precursor to Development
Life Styles Inventory TM
The Construct:
Human Synergistics distinctivecircumplex is a quantitative humanbehaviour measure.
The conceptual model arranges variablesin a circular manner based on theirsimilarity.
It measures a current level ofeffectiveness based on 12 specificpatterns or styles of thinking, behaving,and interacting.
It identifies strengths, as well as areasthat need to be developed.
It creates awareness of constructivebehaviors.
Leadership Style
Tools like LSI, Facet 5, Hogan
Assessment helps leadersidentify perceptions of theirleadership style give them aframework to bring abouteffective change.
Leadership Bandwidth
Through Hewitts bandwidth
assessment tools top teammembers are provided aframework to answerbandwidth questions and assessthe changes they want to bringabout in managing theirbandwidth
EXAMPLE OF STYLE ASSESSMENT TOOL
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Top Team Effectiveness
Coaching for Leader Transformation
Setting the agenda: Develop a clear senseof long term success in the role based oncritical outcomes in the next 12 months
Enrolling the others: Identify, approachand secure commitment from keystakeholders who are critical to helpaccomplish the agenda
Mapping bandwidth: Between eachcoaching session reflect on past 2-3
months and map interaction and activitybandwidth
Let Gos and Pick Ups: Identify 1-2behaviors you must phase out and 1-2behaviors you must inculcate, draw up adetailed plan for each and make acommitment
Follow Through: Execute action plans,
review progress, recalibrate bandwidthand solicit inputs from stakeholders
STEPS OF THE PROCESSWe advocate five critical steps as a part of our trademark bandwidthcoaching approach. The entire process can take up to ten-twelvemonths, suitably supported by the Hewitt executive coaches
LEADERSHIP COACHING PROCESS
SETAGENDA
ENROLLOTHERS
MAP
BANDWIDTH
LET GOs
and
PICK UPs
FOLLOWTHROUGH
1 2
3
4
5
BANDWIDTHCOACHINGTM
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Top Team Effectiveness
Leadership Forum for Group Transformation
Hewitt Leadership forums focus on transformation through groupintervention as opposed to the more individual nature of leadershipcoaching. This may be done through an integrated 3-4 day forum or be
spread across a longer duration at regular time intervals
UNDERLYING PRINCIPLES
LEADERS STARTING OFF!
Apathetic towards TalentInitiatives
Less than collaborative inworking with each other
Ill equipped to groom highpotential talent
Blindsided to personaleffectiveness
Short Term orientation
LeadershipForum LEADERS AT DESTINATION!
Authentic Leaders Tighter and more Effective Top
Team of Leaders
Strong Talent Magnets
Highly Self Aware
Conscious of their StrongImpact on the leadershiptalent
Excited about the journey ofthe Organization
TRANSFORMATIVEEXPERIENCE!
Business Connect - Strong Connect toBusiness Results through articulation ofBusiness Agenda and creating a plan ofachievement
Individual Effectiveness - Buildingawareness of current Leadership Styleand creating a development plan toensure build up of constructiveLeadership Styles; Articulation ofLeadership Vision
Team Effectiveness - Buildingawareness of current Group Style andenhancing Team effectiveness though
multiple group interventions
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SECTION 4
Introduction toHewitt
Leadership
Consulting
Crafting the
Leadership
Strategy
Top TeamEffectiveness
Creating aLeadership
Pipeline
About HewittSome Client
Stories
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Creating the Pipeline
Hewitt Point of View
Bandwidth
Know-How
Style
Bandwidth
Know-How
Style
Bandwidth
Know-How
Style
For Leaders at the top, Leadership Style andBandwidth becomes most critical.
For Frontline Leaders in the
organisation, Know How andSkills have the greatestimpact on a leaderseffectiveness.
As a leader moves into middle
management, Leadership Know How andStyle become more important.
Leaders need to doingdifferent things atdifferent levels to beeffective. Hence,while identifying anddeveloping talent,organizations need tofocus on differentpieces of the puzzlesat different levels
ASSESSING AND DEVELOPING LEADER EFFECTIVENESS ACROSS THE PIPELINE
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Creating the Pipeline
Leadership Assessment for Succession and Development
Biographical
Interviews
Bandwidth
AnalysisInterview
Psychometric
(Personality)
Psychometric
(Personality)
Career
PerformanceReview
Career
PerformanceReview
Performance
Review(Manager
Interview)
Bandwidth
AnalysisInterview
TRACK RECORD KNOW HOW BEHAVIORS PERSONALITY STYLE BANDWIDTH
Leadership Style360
Leadership Style360
Competency 360/ Behavioral
Interviews
Competency 360
/ BehavioralInterviews
Senior
Executives
Mid Level
Leaders
FrontlineLeaders
Top Potentials
High
Potentials
Young
Potentials
For selection, succession anddevelopment Only for development andcoaching
Case Based RolePlay / Exercises
Case Based RolePlay / Exercises
Verbal 360 withColleagues
Our Unique and multiple perspectives help enhance predictive accuracy in leader spotting
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Creating the Pipeline
Using Development Cycles to Groom Talent
1:1 COACHING
LEADING SELF
The capabilities,style and self
awareness needed tobecome a moreeffective leader
LEADERSHIPCAPABILITY / STYLE
ASSESSMENT
Month 1 Month 2
2Day
F WT LL C
Month 11
LEADINGCHANGE
The capabilities,tools, thinking stylesand mindset
required to originateand manage change
2
Day
F WT LL C
LEADINGPEOPLE
The capabilities,tools, mindset andbehaviors needed to
attract, retain andmotivate talent
Month 5
2
Day
WT LL CAL
TEAMCOACHING
ACTIONLEARNING
AL
Month 8
LEADING ABUSINESS
The capabilities,frameworks,behaviors and
mindset required tolead a business
TEAMCOACHING
ACTIONLEARNING
2
Day
WT LL C
AL
SIM
Month 12
PRESENT TO
THE BOARDAL
LEADERSHIPCAPABILITY / STYLE
ASSESSMENT
Development cycles are structured periods of development interventions for a select group of leaders involving a varietyof different learning techniques. Such cycles typically last over twelve months. Participants are taken away from day today operations for a total of 8 days only. All other learning happens on the job.
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SECTION 5
Introduction toHewitt
Leadership
Consulting
Crafting the
Leadership
Strategy
Top TeamEffectiveness
Creating aLeadership
Pipeline
About HewittSome Client
Stories
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About Hewitt
The Worlds Foremost Provider of Human Resources Consulting and Outsourcing Services
60The number of years we have been bringing world class thought
leadership to our clients
93The count of offices we have spread across 35 countries. Wehave dedicated teams in US, Europe, Asia-Pac and Middle Eastfor Global HR Consulting
3,000Our client base we are consulting partners to more thanseventy percent of the Top Fortune 100 Companies
24,000 Hewitt associates working to bring you consistent and uniquevalue
2.8 BN Our revenues (USD), with twenty percent annual investment inHuman Resources solutions
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About Hewitt
Our Flexible and Comprehensive Solutions Are Built Around Seven Core Areas
Compensation Motivating and rewarding achievement & performance
Executive Compensation& Corporate Governance
Addressing alignment & transparency
Talent and Performance Creating the conditions for people to excel
HR Effectiveness Multiplying HRs value to the organization
Leadership Developing leaders and key talent to grow the business
Retirement Financial Planning Making secure, equitable, & sustainable retirement programs
Corporate Transformations andTransactions
Ensuring effective & efficient major change
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About Hewitt
Our Comprehensive Range of Partners
Corporate dramatists specializing in
dramatic interpretation andmultimedia demonstration of keylearning messages
Experts in web based personality and360 feedback tools for custom
designed assessment processes
Leadership Talent specialists, withdirect links to tribal communities inAfrica and Papua New Guinea.
Unrivalled, hands on leadershipexperiences that are never forgotten
Global leaders in Learning Management
Systems and e-learning content anddistribution
Experts in designing and delivering teambased business simulation games delivered
online or in a class-room setting
Providers of integrated technologysolutions in the space of performance andtechnology management
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SECTION 5
Introduction toHewitt
Leadership
Consulting
Crafting the
LeadershipStrategy
Top TeamEffectiveness
Creating aLeadership
Pipeline
About HewittSome Client
Stories
S Cli E l A d D l
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Some Client Examples Assessment and Development
Client Industry EmployeeCoverage
Nature of Engagement
Aditya Birla
Group
Conglomerate CEO and Top
Management
Design & delivery of Leadership development and coaching workshop
for the top teamUse of inputs from Leadership / Impact Inventory.
Al Rajhi Bank,Saudi Arabia
Banking 50 seniorleaders
Assess the senior management team for identifying potential successorsto the key positions
Methodology included Life Styles Inventory (LSI) and AssessmentCentres followed with feedback and Development planning
Bharat HeavyElectricals Ltd.(BHEL)
Engineering 75 SeniorManagers
Competency Profiles and mapping of roles to the competenciesAssessment Centres with Development Feedback Individual Assessment reports recommending current fit and best fit in
rolesLinking the competency model to other HR systemsTraining and certification of 20 internal assessors
BhartiTeleventuresLtd.
Telecom 97 Leaders inthe Middle andSeniorManagement (HipotentialManagers)
Implementation of a Leadership developmentworkshop including:Debriefing on individual results from various tools including Assessment
Centres and Leadership Impact Inventory feedback.Explanation of constructive leadership styles, and enabling the leaders to
create an actionable and simple development plan.
Follow-up with individual leaders through executive coaching sessions toenable each person to realize development and remain committed tobehavioral change in the desired direction.
(Each workshop was for a period of 3 days for agroup of approx. 15 Leaders)
S Cli t E l A t d D l t
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Some Client Examples Assessment and Development
Client Industry EmployeeCoverage
Nature of Engagement
BongaigaonRefinery andPetrochemicalsLimited (BRPL)
Oil & Gas 150 Managers,SeniorManagers, ChiefManagers (ingrades E, E1 &F)
Study of existing competency model, role profiles etcDesign of Development Centre frame work and tools
Conduct of Development Centers
Providing one to one feedback to individuals, preparation of individual &group developmental plansDesigning & planning of leadership Development program to enhanceLeadership quality in the organization by bridging competency gapidentified in the Development Centre
Cadbury IndiaLtd.
FMCG 15-20 hi-potentialfrontline sales
people
Design of a development roadmap by:Design of the sales competency frameworkRunning a development centre for the hi-pos
Providing detailed development reports to participants
One-on-one feedback to participants, including sensitization to careerstagesProviding a development dashboard encapsulating potential interventionsfor each competency
ChennaiPetroleumCorporationLimited (CPCL)
Oil & Gas 225 officers Design of assessment Centre frame work and toolsConduct of assessment Centers for about 225 officersProviding one to one feedback to individuals, preparation of individual &group developmental plans, specific interventions that can be undertakenfor development of each competency
Coca Cola India FMCG Operations/Logistics TeamSales Team(approximately50 people)
Modification & validation of existing Competency frameworkIdentification of competency drivers for each CompetencyDevelopment of competency assessment tools based on the AssessmentCentre approachEstablishment of guidelines for competency assessmentTransfer of skill to client assessment team
Some Client Examples Assessment and Development
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Some Client Examples Assessment and Development
Client Industry EmployeeCoverage
Nature of Engagement
Dubai Customs Government
Services
45 senior
leaders and160 middle-managers
Design of behavioral and technical competency models, and role-
competency mappingAssessment of 45 senior leaders (Executive Directors, Directors, Senior
Managers and key Managers)Assessment Centres for competency assessment of 160 middle-level
managers
HindustanUnilever Limited(HUL; erstwhileHindustan LeverLimited)
FMCG 150 people(Sales teamacross levels)
Use of Assessment Center as a tool to identify the best fit of eachemployee into three defined career paths. The mandate includes:
Competency Assessment : Identification of critical Competencies foreach path.
Design of assessment tools.
Implementation of Assessment Centers followed by feedback for theidentified employee population.
Facet 5 Personality Profiling : Creation of a benchmark / audition profilefor each path.
Online administration of Facet 5 process on identified incumbents andgeneration of results based on defined audition templates.
JK Tyres andTubes
Manufacturing(diversified)
TopManagement
Assessment of Leadership Effectiveness, Leadership Impact andLeadership Strategy of the members of the Top Management teamthrough administration of Leadership / Impact.
Conduct of intensive workshop, facilitated by senior experts from Hewitt
in order to provide group feedback and in depth one to one sessions. Individual executive coaching of select leadersThe format of the sessions include a mix of group debrief on experience,
progress and challenges, and one-on-one coaching inputs by Hewittcoaches.
Frequency of workshops: One coaching session per month for the firstthree months, followed by two coaching sessions at quarterly intervals.
Some Client Examples Assessment and Development
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Some Client Examples Assessment and Development
Client Industry EmployeeCoverage
Nature of Engagement
KSB Pumps Manufacturing
(Pumps andValves)
Middle to
SeniorManagement(Approximately 80managers)
Design of a behavioral Competency model for the organization
Development Centers for 100 Managers Individual feedback sessions and development planning for all
employees based upon individual development needsDevelopment of a training calendar for addressing the group level
training needs of high potential employeesProgram management for delivery of training programs. Hewitt role:Design of program objectives and outlineEnsuring relevance to context and continuity across programsEffectiveness evaluation
Lipi Data
Systems Limited
Manufacturing
(Electro-mechanical andelectricalproducts)
Junior to
MiddleManagement(Approximately 100managers)
Creation of a Behavioral Competency Framework for the organization
Conduct assessment & development centres to identify theorganizational capability gaps and individual training needs on the basisof the competency framework. The assessment centres were followed byintensive one-on-one face-to-face feedback sessions
Structure a training and development intervention on the basis of theassessment centre results and organizational imperatives
Design and deliver training programs aimed at bridging the capabilitygaps in collaboration with the training partners
Ispat Industries Manufacturing TopLeadership
Team of theCompany (36people)
Design & conduct of a Leadership coaching & development workshopDesign of all tools, templates & material to be used during the workshop
Conduct of individual coaching sessions with each participant by aHOGAN certified coach from Hewitt.