BLDPA-Journal - 22 03 2017

s
Journal
Best Leadership Development Practices
of Asia Seminar & Awards
Thursday, September 24, 2015
The St. Regis Mumbai
Presenting the nalist organisations of the

Best Leadership Development Practices of Asia Study 2015
Presented by
The L&OD Roundtable,

www.lnodroundtable.com
Best Leadership Development Practices
Table of Content
ABOUT THE BEST LEADERSHIP DEVELOPMENT PRACTICES OF ASIA STUDY 01
C
THE JURY 02
BEST PRACTICES IN DEVELOPING ENTRY LEVEL LEADERS 07

- The Bajaj Allianz Story 09
- The Mahindra Story 12
- The Viacom 18 Story 15
- The Yum! Restaurants Story 18
BEST PRACTICES IN DEVELOPING NEW LEADERS 21

- The Firstsource Story 23
- The Metro Global Services Story 26
- The Vedanta Story 29
BEST PRACTICES IN DEVELOPING TOP LEADERS 35

- The Capgemini Story 37
- The Crompton and Greaves Story 39
BEST PRACTICES IN DEVELOPING FUTURE LEADERS 47

- The TCS Story 49
- The Viom Story 55
- The Wipro Story 58
s
About
The Best Leadership Development Practices of Asia Study
The Best Leadership Development Practices of Asia, the rst initiative of its kind in the region,
aimed at bringing forth innovative, insightful and inspiring stories of organisations that have
designed and effectively deployed world-class Leadership Development practices in line with the
larger organisation strategy. The Study focussed on and invited entries in the following areas:
Best Practices in Best Practices in Best Practices in Best Practices in

Developing Entry Developing Developing Developing
Level Leaders New Leaders Future Leaders Top Leaders
It is now culminating in the Best Leadership Development Practices of Asia Seminar and Awards,
which would be conferred by the Learning & Organisation Development Roundtable on
organisations adjudged to have excelled in the above mentioned areas of Leadership
Development, through innovative and effective practices.
The brief synopses of the nalist entries are mentioned in the subsequent sections of this journal.
The Jury - BLDPA Study
P Thiruvengadam
P. Thiruvengadam till recently was the National Director of the Firm providing leadership to the HR
transformation practice. He has over 30 years of experience in management consultancy with a
breadth of experience in India, the Middle and Far East Asia.
His main areas of expertise include HR Strategy, Talent Management, HR Audit, HR Transformation
and Business Process Outsourcing Advisory Services; improving HR Service Delivery, Performance
and Effectiveness; Systems Design and Organizational Structuring
Dr. (Prof.) Indira Parikh
Dr. (Prof.) Indira Parikh is the Founder President of FLAME (Foundation for Liberal and Management
Education) Institute. Previously, she was the Dean of IIM-Ahmedabad from 2002 to 2005. She was a
faculty member at IIM-Ahmedabad for over 30 years. She has also taught at INSEAD, Fontainebleau
and Texas A&M University. She has specialized in organization development and design, and
institution building.
She has been a consultant to various national and international organizations both in private and
public sector. Dr. (Prof.) Indira Parikh is also on the board of several companies.
Stephen Bennett
Stephen Bennett founded IDG in early 2000. He began his career in Learning & Development as a
partner in an accountancy training college, Stephen joined Deloitte Haskins & Sells (now part of
PWC) in 1978 as Director of Studies and became a Partner in 1982, before serving on the rm's
central management team as Head of Mergers and Acquisitions for the UK and Europe. His
responsibilities included communications and executive development of 5,500 staff within the
UK practice.
In 1990 he left Deloitte to become Chairman and CEO of a UK PLC listed on the main UK Stock
Exchange. Stephen is also a partner in Buckingham Corporate Finance, an M&A boutique
specialising in mid-market transactions. He is an experienced speaker, a published author and has
written numerous articles on business and nance topics.
Rajeshwar Upadhyaya
Rajeshwar Upadhyaya is a sought after thought leader and facilitator in the areas of Leadership,
Cross Cultural Training, EQ and Leadership Strategy in the context of culture and values.
He is a regular faculty at the Indian School of Business (ISB), Hyderabad where he facilitates
Executive Education Programs for corporate houses and International Schools such as ESADE
Business School, RSM, Erasmus University, School of Finance and Management, Oxford Brooks
University UK, Thunderbird USA, SKOLKOVO Moscow Institute of Management, Russia and KAIST in
Seoul, South Korea.
Rajeshwar is a passionate Executive Coach and a CEO with a repertoire of coaching experience with
leading clients like Lowe-Lintas, Essar, Reliance Equities International, eBay India, Adfactors PR,
Walt Disney India, Mahindra Satyam, KPMG and others.
As a Consultant, he specializes in Change Management, Cross-Cultural Team Building, Multi-Rater

Feedback and Strategy formulation in the context of Values-Mission-Vision.
Rajeshwar is an Author of two books and numerous articles. A third book Insights from the
Tragedies of Shakespeare Exploring the Psychology of Leadership Failure is underway.
Rajeshwar's professional engagements comprise an array of industries including Infrastructure, IT,

Finance and Banking, Automobiles, PR, Marketing and Research, Pharmaceuticals, Oil and Gas,
Steel, Telecom, Shipping, Media and Entertainment, FMCG and Academia.
Apart from senior executives from corporate house in India and abroad he has the distinction of
having trained MLAs, MPs, Doctors, IPS ofcers, foreign delegates, entrepreneurs, ambassadors,
scientists and academicians through his programs. He is currently the Director of Par Excellence, an
organization that drives transformational learning and is based out of Mumbai (India) and the
United States.
s
Best Practices in Developing
Entry Level Leaders
s
The Bajaj Allianz Story
Bajaj Allianz General Insurance Company Limited (BAGIC) is a joint venture between Bajaj Finserv
Limited and Allianz SE. Bajaj Allianz General Insurance product offerings include all non-life
insurance for Corporate, Agriculture, Power, Steel, Aviation, Automobiles, Home, Travel, Chemical
and the Energy sector.
Bajaj Allianz General Insurance operates in an industry with 4 Public companies and 27 Private
players. In this highly competitive business environment, the need for skilled talent is very critical.
The organization, in the last few years, has not only made a rapid foray into wider geographies
within India but has also grown in terms of size and scale. Therefore, it was imperative to build a
robust Leadership Pipeline who could quickly scale up and assume higher responsibilities, in turn
adding to the sustainability of operations for the enterprise.
This philosophy led to the institutionalization of the 'The Bajaj Allianz General Insurance
Management Trainee Program' in 2003. The program has been running successfully since the past
12 years with more than 260 Management Trainees many of whom are in Key Critical Positions
within the organization today.
The primary objective of the Management Trainee Program at BAGIC (Bajaj Allianz General
Insurance Company) is to provide the trainees a comprehensive understanding of the Insurance
Industry, various verticals and products of BAGIC and above all to build capability among
Management Trainees to successfully manage the transition from Campus to Corporate.
For Entry Level hiring, the focus is clearly on the right 'Cultural' t. Hiring from Tier II and Tier III
Indian cities has proved to be extremely benecial as they found that students from smaller towns
are often more eager to learn and willing to relocate Pan India.
At Bajaj Allianz, the recruitment plan begins much before the recruitment process. The Talent
Acquisition team engages the students in various activities prior to campus drives, right from the
induction of the junior batches to career counselling sessions for the senior batches.
They engage with potential hires through Google Hangouts on Careers in the Insurance sector
addressed directly by the MD & CEO himself. The actual campus hiring process at Bajaj Allianz
involves pre-placement talks, group discussions and personal interviews
The Bajaj Allianz Story
Once an offer is made and the hiring formalities are concluded, the Bajaj Allianz Team engages the
new hires with various activities every month which include active use of Social Media and Instant
Messaging Services (including Whats App). A Facebook page is created for all the Management
Trainees, and all pre-boarding communication is done through this medium. Welcome address to
the new batch delivered by the MD and CEO, past alumni of the Management Trainee Program and
the CHRO are posted on the Facebook page which helps to establish positive connections with new
hires.
All Trainees undergo an intensive 75 days (2.5 months) of Classroom Training at the Bajaj Allianz
Head ofce. Here apart from subject matter experts from within the organization, various national
and vertical heads also take sessions for the Management Trainees. The classroom sessions attempt
to provide structured inputs on all lines of business and products of Bajaj Allianz.
The young trainees undergo process trainings on claims and operations; participate in eld visits,
customer surveys and regional ofce visits. During the classroom induction the MTs are also
groomed on the behavioural aspects to help them actualize their potential as Future Leaders of the
Business. During this time they go through assessments and assignments on which their scores are
monitored on a Leader Board, to check their understanding of business and also to foster a healthy
competition within the batch. The organization has also taken to gamication with the innovative
'Hunt for Shalimar' game to orient new Hires on the vision and values of the enterprise.
After the classroom induction, the Management Trainees go through departmental stints at the
Regional Ofces, wherein they spend time over the 21 days in about 2 departments. The Trainees,
after their departmental stints are posted to various Regional or Branch ofces in a department of
their choice and where a business need exists. This posting lasts for 8-9 months. During their
posting they are given a set of targets to achieve, are mapped to a proper reporting structure and
the assigned targets which are closely monitored.
During their on the job posting, each trainee is assigned a Mentor, from the Senior Management
along with the reporting authority. Both stakeholders are made accountable for tracking the
progress of the Trainee through exposure to various aspects of the business. The nal conrmations
are dependent on three things, the scores received on the LeaderBoard at the end of the classroom
training, the appraisal on the posting duration and the mentor review at the end of the Program.
18 ex Management Trainees at Bajaj Allianz are incumbents of Key Critical Positions at Bajaj Allianz,
with the average tenure of MTs being 5.1 years. Moreover almost 30% of the Management Trainee
Pool has been identied as High Potentials (among top 10% talent across the enterprise) which
bears testimony to the effectiveness of the Cadre Program.
For more details on the Bajaj Allianz General Insurance Management Trainee Program story
contact Anupama Rathod at anupama.rathod@bajajallianz.co.in
The Mahindra Story
Mahindra & Mahindra Limited (M&M) or (Mahindra) is the agship brand of the Mahindra Group.
A US $16.9 billion multinational group based in Mumbai, India, the Group employs more than
200,000 employees in over 100 countries. Over the last decade besides the traditional businesses of
manufacturing jeeps and tractors, the Mahindra Group has forayed into several new businesses.
Talent management and building a strong Leadership Pipeline has emerged as a key to achieving
the Group's aspiration to be amongst the Top 50 most admired global brand by 2021 by enabling
people everywhere to Rise. The key to success of these businesses is therefore to create a talent
pipeline of Leaders which has led to the Group institutionalizing robust Entry Level Cadre Program.
The Mahindra War Room was commissioned in 2008 and is based on the Group's "War Room"
practice; a major tool to engineer the transformation of the Group. The competition is rolled out in
top Business Schools of India to create excitement and transform perceptions while attracting and
engaging top notch B-school talent to creatively respond to live and realistic business issues
through a fair and rigorous process of evaluation. Prevailing problems, faced by the top managers
of the Mahindra Group, are developed into sector caselets. Students from premier Business Schools
form 4-member teams to solve these challenging caselets and generate realistic solutions in six
months of intense planning and execution. The best team from each campus is own down to
Mumbai, where they present their strategies to a jury comprising Mr. Anand Mahindra, the Group
Executive Board (GEB), and a distinguished guest list of eminent Mahindra leaders. The National
Finale is televised by CNBC TV18. What makes the War Room initiative distinctive is the fact that on
several occasions the ideas and suggestions recommended by the students and participating
teams have been implemented by the respective businesses based on the viability and contribution
to the Group aspiration. The Mahindra War Room has attracted over 2500 registrations over the last
couple of years with the number of B-Schools participating doubling from 17 in 2010 to 36 in 2014.
The Mahindra Group Management Cadre Program (GMC) is a group-wide, leadership development
Program of the Mahindra Group aimed at creating a talent pipeline of leaders. The program was
launched in 2009 during the time when the Group was rapidly expanding across industries and
geographies though organic and inorganic growth. The Group Management Cadre program was
conceptualised to continue such breakthrough innovation and build the Culture of Rise in the
leaders of tomorrow. The program is also a key pillar in the overall Group HR strategy to establish
itself as a top company for leaders to work with. GMCs are governed by the Group HR guidelines
centrally for a tenure of six years to provide an accelerated career path. This, then, integrates with
the overall talent management processes of the organization.
The GMC Program attracts talent from 20 premier B schools across the country. The recruitment
process is focused at identifying the right t for the organisation which is articulated by the
leadership competency framework of the Group. The competencies are captured in a rigorous,
multiple level selection process identifying eligibility and suitability for the program. The
recruitment process is constantly reviewed to study the effectiveness and introduce elements that
help the Mahindra Group to identify individuals who will manifest the tenets of the Rise philosophy
of the Organisation
The GMC Summer Internship is an intense 2 month full time program, wherein bright young minds
from top B-Schools of India work on projects under the guidance of senior leaders of the Mahindra
Group. GMC Summer Internship program starts with a pre-placement talk followed by recruitment,
induction/on-boarding, project execution ending with a two step assessment process aimed at
identifying potential hires for full time employment with the Group.
The GMC summer Internship Program is highly structured in terms of reviews and guidance so that
the outcome of the GMC summer projects is excellent and implementable. There are multiple
review mechanisms during the internship to keep the interns, mentors and business HR aligned on
the project deliverables and timelines. Apart from these evaluations/reviews during the internship
program, surveys/feedbacks are carried out to understand the concerns of the interns and provide
required support as they work in diverse businesses and different locations. The First Impressions
Survey is conducted after the rst seven days of them joining the project. Also, an End Survey is
conducted to measure the effectiveness of the entire summer internship program so that the
lacuna in the process can be bridged in the next cycle. The Summer Internship Program has proven
to be the mainstay for hiring talent from India's Top B Schools. Over 60% of GMCs at Mahindra are
recruited through the Summer Internship Program and a structured PPO and PPI policy.
As part of induction, the GMC managers are privileged to interact with CXO's of different businesses
followed by a week-long trip covering the world class facilities of the Group like automotive plants,
Club Mahindra Resorts, Mahindra Research Valley, etc. The GMCs participate in a Rural Immersion
Program analysing and solving issues of rural India in collaboration with Naandi Foundation. At
length, they go through customized Developmental Interventions (including the Seven Habits of
Highly Effective People Program). As soon as GMCs join the organization, the support from the
Group in terms of their career planning and transition starts. Typically, a GMC is expected to spend
2-3 years in a role and sector. The rotation process mentioned above is anchored through a process
of career conversation which is an exploratory dialogue between the GMC, Business HR, reporting
The Mahindra Story
manager and group HR to understand the long term goals of the individuals and create alternate
career moves to achieve the career aiming point. This process has beneted many GMCs by making
them chart meaningful careers for themselves within the organisation.
Specialized Action Learning Projects are also designed for the Young Management Trainees each of
which is supported by Senior Leaders from Mahindra who act as guides and mentors. The Group
has also leveraged technology for delivering on its Developmental Proposition by deploying
world-class e-Learning solutions and actively using social media to enhance brand perceptions
through Facebook and Twitter. The effectiveness of the Intervention is gauged through a rst 90
days Feedback, a subsequent Mid-Year Review with specialized inputs being offered to the Young
management trainees and the End of the Year Survey to gauge effectiveness of the GMC Program.
The War Room Initiative as well as the Mahindra Group Management Cadre Program has also
created positive impact on the Brand Perceptions of the Mahindra Group which was ranked 7th
amongst Mahindra referent campus as per the Nielsen Campus Ranking Index Survey of 2014 (as
opposed to 67th in 2008). In addition to this, Mahindra & Mahindra (Automotive & Farm Equipment
Sectors) ranked #3 in the Manufacturing and Production and #25 in Top 100 Companies to work for.
Much of this is attributed to the success of the GMC Program and the enhanced brand perceptions
of the Mahindra Group across premiere campuses in India.
For more details on the Mahindra Story contact Neha Kharde at kharde.neha@mahindra.com
The Viacom 18 Story
Viacom 18 Media Pvt. Ltd. is one of India's fastest growing entertainment networks and a house of
iconic brands that offers multi-platform, multi-generational and multicultural brand experiences. A
joint venture of Viacom Inc and the Network18 Group, Viacom18 denes entertainment in India by
touching people On Air, online, on ground, in store, live events and through its cinema.
Given its business growth and an increasingly volatile business environment, Viacom 18 needed to
protect their source of competitive advantage i.e., their creative talent and leadership. A strong
need was felt to actively invest in building talent at the entry level itself and invest in building a
robust Leadership Pipeline. In an industry that is characterised by increasing volatility in Talent
Dynamics, Viacom18 transcends beyond convention by encouraging new recruits as vehicles of
change. They have in recent years institutionalized two Leadership Programs at the entry level -
'Unlife' the Graduate Trainee Program (GTP) & 'What's Your Story?' The Creative Trainee Program
(CTP).
Viacom18 follows business planning based on the strategy map established for the organization.
Every business plan is prepared based on the 5-year achievement plan and manpower
requirements are accordingly established. The trainee requirements are also prepared as part of
business plan ensuring the trainee role ts in the future requirement of the organization. The
trainee requirement planning also takes into consideration the requirement pattern at entry levels
for the respective functions for past 3 years. The entry level positions in the function of Sales,
Marketing and Creative are primarily lled by the trainees.
The selection process is designed to examine functional and behavioural capabilities as well as
organization t. What sets this process apart is the uid integration of the Business into the process.
The candidates with the highest observed potential make it through the arduous process from the
hundreds of applications that Viacom 18 receives from some of the best colleges across the
country. The Pre Placement Talk is a starting point for ensuring a positive connection with the
students and the objective is to make them visualize and feel as part of Viacom18. Unlike usual
formal pre placement talks, Viacom 18 has kept their Pre Placement Talks highly interactive and
engaging which positively inuences engagement with the Potential Hires.
Registered students undergo an aptitude test which is the rst level screening. The goal is to get the
GT's/CT's with desired IQ levels and thinking ability. The candidate's match to Viacom18's culture is
checked through a Value Assessment process. The registered candidates undergo an online Value
Assessment. The purpose is to understand the values that they stand for and check the match with
values of Viacom18. Only ones who are found culturally t for Viacom18 are shortlisted for further
The Viacom 18 Story
assessment rounds. This is followed by a Group Discussion and an Assessment Centre prior to the
HR Interview and the Final Panel Interview. Additionally the creative trainees are also required to
participate in a Content Assignment which is especially designed for specic genres of
entertainment. This is like a mini Script Lab to judge their creative and conceptual thinking abilities
as these are foundations for being successful in the Entertainment Industry. The entire series of
processes and activities are consciously monitored with the involvement of V18's Business &
Functional SMEs to ensure a perfect t is brought through.
The announcement of selected trainee is done on one of Viacom 18's popular shows in the
primetime slot with all trainees being intimated before the show of the announcement. Usually,
trainees and their families watch the show for announcement. This helps create a connection with
the brand not just for the trainee but also for the family. The selected trainee announcement post
the show telecast is followed by announcement on Viacom 18 Career's page. This page also
features key aspects of Life@Viacom18 further informing the trainee about their career at
Viacom18.
Post acceptance of the offer made by Viacom18, every nal trainee is invited to the I am Viacom18
page on Facebook. This is like a nal Welcome to the Family invite sent to the trainees. This page
captures all the recent major events and activities at Viaom18. It keeps trainees up-to-date with
Viacom18 and builds an engagement with the company before their joining.
Viacom 18 is a strong believer in the concept of Development before Deployment. This is put in
practice by ensuring that the selected trainees undergo a rigorous 9 month developmental journey,
before they nally hit the oor. The overall development journey includes behavioural and
functional skill building, on-the-job learning, business focused project (My Big Idea) and various
forms of development support. An elaborate 4-month business and functional orientation process
is built as part of their development journey plan, with the CEO & CHRO dedicating ample time to
welcome them and observe their development at various points in the journey.
The initial 3 months are focused on getting the trainee prepared for the role, familiarization with the
organization and making them behaviourally equipped for working in a corporate set up. The
learning journey starts in Week 1 with getting the trainees oriented to overall Viacom18 process
and policies, different business units (Business Orientation), key functions in Media Industry
(Foundation Program) and Code of Conduct of the organization.
The Week 2 of their joining is focused on Behavioural Development mainly, Group Development
and Campus to Corporate session. The group development is done through an outbound session
with clear focus of forming a team of trainees aligned to Viacom18. The Campus to Corporate
session is to orient the trainees to imbibe the attributes of a corporate culture. Week 3 is designed
to arm them with basic work requirement training like Microsoft Ofce. In week 4, Creative trainees
go through a training of Creative Process at Viacom18 whereas Graduate Trainees start their Post
Graduate Certicate in Sales & Marketing. This certication is designed by MICA and Viacom18 to
equip the graduates with in depth functional knowledge of Sales and Marketing. Across the
journey, specic and relevant interventions are made by internal & external stakeholders to provide
developmental inputs to enable higher levels of business acumen, personal & professional
development.
For a holistic functional understanding, post the rst month a well-planned job shadowing across
functions is given to the trainees over a period of three months. The trainee is given work
responsibility in the 5th month and here is where On the Job learning starts for him/her. Across the
traineeship period, the trainees work on a project which would be their Big Idea for Viacom18.
They apply all their learning into this project and nally present to the CEO and the leadership team.
The support from Buddy (trainee from previous batch), manager, Learning & OD and Leadership
team is extended throughout the journey to assist and counsel them. One-on-one coaching is done
by the internal coaches for better performance and behavioural development. The program
culminates with providing a platform to the trainees to showcase their development; by presenting
their 'Big Idea' across a variety of business relevant topics, that would help Viacom18 evolve. The
CEO & various corporate business stakeholders come together to enable and evaluate all the ideas
put forward on this platform.
The Graduate and Creative Trainee program is a strategic initiative for leadership development and
building capacity for the organization's future growth strategy. The program has helped Viacom 18
build a Strong Talent Pool and keep the inow of fresh ideas/thoughts in the organization which is
the backbone of any creative organization. This re-afrms the success of the intervention.
For more details on the Viacom 18 Story contact: Mr. Dheeraj Jaggi, AVP & Head Learning &OD,
Viacom18 Media Private Limited at Dheeraj.Jaggi@viacom18.com)
The Yum! Restaurants Story
Yum! Brands, Inc., (NYSE: YUM), based in Louisville, Kentucky, is world's leading restaurant company
with over 41,000 restaurants in more than 130 countries and territories. Their restaurant brands -
KFC, Pizza Hut and Taco Bell are the global leaders in chicken, pizza and Mexican-style food
categories. Yum! Restaurants India became a separately reported division in late 2011,
underscoring the potential scale of India as a key emerging market.
Yum! India has more than tripled its restaurants from 227 to 830+ in the last 5 years and is expected
to grow to 2000 by 2020. Given the growth estimates, the employee base at Yum! India is expected
to grow to 1,000,000 by 2020. Also, since Quick Service Restaurants is fairly new concept in India
there is no ready talent pool available. However, Yum! India has been able to establish a robust
talent planning process which not only caters to present needs but allows planning for future
requirement as well.
The Yum! Restaurants team has been able to establish a rigorous hiring process which aims at
selecting and on-boarding the right-t candidates at each step. The aim is to hire people who
possess not only functional knowledge but are also culturally aligned to the company's core values
- At Yum, there are 2 distinct set ups Teams involved in running Restaurant Operations and teams
at Corporate (Restaurant Support Centre). Yum! has differentiated hiring philosophies to reect this
distinction. For store operations, Yum hires on the of basis culture alignment and invests in training
new hires for functional competencies while for the Restaurant Support Centre they hire for values,
base level functional and leadership competence.
The tools used for hiring are fairly consistent globally across geographies, particularly at the senior
level. The assessment tools are designed to gauge all three aspects including Leadership
Competencies, Cultural Values and Functional Skills. In fact, the tools are designed on the very
foundation of values. One of the key interventions is to equip and train all their recruitment partners
on Values. They have also equipped recruiters with extensive information about the company and
its brands which help them recruit candidates who are culturally t. Each candidate is also given a
signed off Job Description to provide them with an enhanced perspective on what the role expects
them to do; moreover the Organization also seeks feedback from Candidates once recruited on the
effectiveness of the Recruitment Process to ensure course corrections as may be required.
Yum! Has invested in developing a world-class on-boarding framework to support the high quality
and quantum of employee intake. The intervention is designed to help create a welcoming
atmosphere wherein the new joiners feel like they are part of a family. Their on-boarding goal is
ensuring new joiners are culturally integrated, engaged and have the tools & resources to be
productive at the earliest, to be able to contribute towards the organizations growth.
As part of pre-joining formalities, the offer letter is sent to the new hire along with a 'Customer
Mania Book' by Ken Blanchard (The book was written by the accomplished author as recognition to
Culture @Yum!) duly signed by the supervisor and along with Pizza Hut vouchers. The book helps
the new hire learn about Yum! and the culture and the vouchers help in building a connect with the
employee and their families even before joining.
The endeavour is to keep the personal touch intact, even with scale. Hence, in addition to sending a
welcome email to the new hire with pertinent details, the HR Manager makes a welcome call, to
make the new hire feel at ease and address clarications that they may have.
Every new hire on Day 1 is required to attend orientation sessions with HR, Payroll, Administration
and the Learning team with laptops and folders being provisioned from the start. Every new hire is
invited by his/her manager or buddy for a lunch on the rst day. This is a great way to break the ice
and welcome the new hire into the Yum! family. Subsequently welcome announcements are sent
out along with the new hire's photograph to introduce him/her to others in the organization.
Within thirty days of joining new employees undergo training in the KFC, Pizza Hut and Taco Bell
stores in order to get familiar with store operations and how business is being run. It is a great way
for new hires to be exposed to the ground realities prior to assuming their respective
responsibilities. The duration of Store Training varies from 2 days to 6 months depending on the
scope of the role.
Every new hire at Yum! is assigned a 'Buddy' who acts as an anchor and helps the employee feel
comfortable. Introduction & Building Know-How meetings are set up for new hires with the key
stakeholders as they are required to with interact frequently. These Meetings help them in getting
acquainted with the business and acquire the necessary functional know-how to be able to perform
job responsibilities successfully. A formal Goal Setting Discussion is also conducted so as to orient
the employee's expectations from his/her role and align it with his/her Manager.
The corporate HR team does one-on-one connects with new hires who complete 30 days in the
organization to get a sense on their pre-joining/store training experience and how they are settling
within the organization. This helps Yum in addressing any issues that the new hire may have
experienced during the Recruitment/On-boarding process and is repeated at the end of sixty days.
To bring in efciencies and ensure On Time, On Demand availability of learning modules Learning
Zone (LZ) Yum's in-house LMS is deployed to all new hires.
All the new joiners (irrespective of level) mandatorily undergo culture orientation session i.e. ABR
(Achieving Breakthrough Results) & TPWY (Taking People with You). These are in-person instructor
led workshops which are driven by the President himself. This ensures that all new hires are glued
into the Yum! culture and are equipped with all the tools required to be successful at Yum. In
addition to this the President also conducts a half day Culture Orientation session with all new hires
bearing testimony to Leadership Commitment for building a strong Leadership Pipeline at Yum!
For more details on the Yum! Story contact Akansha Arora at akansha.arora@yum.com
New Leaders
s
The Firstsource Story
Firstsource Solutions Ltd. delivers innovative, value-added business process management services
across the customer lifecycle. They offer a comprehensive suite of business process management
services through a combination of extensive domain knowledge, strategic alliances and internal
competencies backed by leading-edge technologies. Their focus on Telecommunications & Media,
Banking & Financial Services, Insurance, Healthcare and Publishing verticals has enabled them to
extend business benets beyond cost arbitrage .
The Firstsource New Leaders program 'JetSet' has been designed with the objective to improve
the learning and maturity curve of its frontline management. The JetSet certication serves as a
capability building intervention that guides frontline managers across the various phases of
evolution of their roles as rst-time managers. It has specic learning objectives built in to steer the
behaviours of these managers as their roles evolve from being Individual Contributors to Leaders of
Others and Leaders of the business.
Firstsource runs an initiative named 'wings within', which is designed to create a pool of capable
and versatile frontline managers who can be deployed across business lines. On creating an
estimate of frontline manager requirements in the organization, the manpower planning team
invites applications from candidates who fulll the selection criteria. After getting shortlisted
through an Assessment Development Centre , the selected candidates undergo the 'Emerging
Leaders Certication' JetSet program . Those who get certied become a part of the team leader
pool which gets the opportunity to take up team leader roles that are created across various
business verticals in the organization indicators. Within 6 months from being appointed to the role,
new team leaders are required to complete the Neo Leader Certication. All team leaders who have
completed more than 6 months in their roles are required to be certied on the STAR certication.
Apart from equipping the Team Leaders with information on HR policies, company processes and
systems that impact team management, the certication course also focuses on developing
identied behavioural and technical competencies
The JetSet certications' curricula have been designed to offer a strong foundation of managerial
and functional competencies in keeping with adult learning principles. While being tuned into the
organizational demands to churn out junior managers at the pace of the business, this certication,
through its phased approach, enables sufcient opportunity for assimilation and application of
concepts in real-time work scenarios. This certication is designed employing a combination of
theoretical, experiential and social learning methods to offer a rich learning experience for the
participants.The theoretical concepts shared during the classroom learning phase of the
The Firstsource Story
certication are supplemented by weekly best-practice sharing sessions, group learning sessions
and project assignments.
The TL Buddy program has been built into the JetSet certications to foster a structured 'on-the-
job' learning process.The buddy program requires the participants to meet their Team Leader (TL)
buddies for 15 hours over a month during the course of the program. The chosen buddies, who are
tenured TLs are given a checklist of topics that need to be discussed during their on-the-job
learning sessions.To ensure accountability, JetSet champions are chosen from senior managers of
various business units. These champions review and sign off the assignments and projects of the
participants. Working with the champions also ensures a greater buy-in from business for all the
learning initiatives the participants are engaged in during the course of the certication.
The Transition conference, organized on a quarterly basis, is for all the Team Leaders who have
completed their JetSet certications. Senior leaders are invited to address the participants to share
the strategic priorities of the organization and the expectations from TLs in helping the
organization meet its goals. This forum also serves as a platform to laud successful project
completions and exchange best practices. It is expected that each participant attends at least one
transition conference during the course of his/her certication program. Thus, through the various
on-the-job learning interventions, individual coaching opportunities and platforms to learn,
imbibe and apply best practices, Firstsource has created a conducive learning environment that can
enable a smooth transition of an individual contributor to a team leader.
The organization has a clearly dened leadership competency framework that is based on its
current strategic priorities. The performance expectations of all the roles are linked to this
framework and are articulated through pre-dened indicators. The technical and behavioural
indicators for critical roles like the team leader role have been dened and the performance of
employees in these roles is evaluated as per the demonstration of these indicators.
Every STAR certication participant of the JetSet program is required to work on a project that can
demonstrate benets (quantiable in dollar value or notional) to the organization through the
application of the concepts learnt in the program. The 'JetSet champions' initiative which aligns
senior business leaders as reviewers of participant projects , was included in the program
governance to seek commitment from business leaders to drive this program in their span .Along
with serving that purpose , this initiative also creates visibility for the program's participants among
senior leaders. The organization is also actively leveraging e-Learning to build capability among
Team Leaders.
1182 team leaders have been certied on JetSet so far. 75% of the Team Leader positions created in
the organization were lled by JetSet certied participants. This program has also served as a good
differentiator for the organization during business pitches to potential clients and has made Team
Leaders more accountable on individual responsibilities and expectations from their Individual
Roles.
This certication has created a growth framework that caters to the frontline managerial
requirement of the organization and thereby instills condence among its clients. It also serves as a
strong engagement lever for employees in the junior management retaining whom is crucial for
Firstsource.
For more details on the Firstsource Story contact Pooja Srinivas at -

Pooja.Srinivas@rstsource.com
The Metro Global Story
Metro Global Business Services Pvt. Ltd started its operations in Pune in March 2011. The parent
company is METRO Group a fortune 100 German wholesaler and Retailer. Being a new organization
growing aggressively in Pune, there was a need to build leaders faster who share a strong
commitment and tment to the culture which would lay the foundation . Having home-grown
talent was not a choice and integrating new recruits to the organization's culture was a necessity.
The solution was a custom built Leadership Development Program for front line leaders.
From talent mapping and planning to performance evaluation, internal job movements, employee
engagement, retention and other people development practices, the Metro Global Team has
constantly institutionalized new ways to streamline, integrate and align their interventions with
broader business objectives and ensure they are compatible with individual career aspirations.
Retention being a key focus area, the organization has invested signicant resources for identifying
top talent, critical individuals and critical roles, has retention goals for managers, executed
retention strategies and then rened approaches over time. The Internal Job Postings is one of the
most commonly used processes for career development into rst time manager roles. With
rigorous selection rounds on criteria such as business knowledge, communication and
presentation skills, case studies on people management and a round of interview with business and
HR panels helps Metro Global Business Services choose the right person for the role. In fact, the
feedback process, it is meaningful and enriching for those too who are not selected.
The other mostly used process for Career Development is the Metro Potential Appraisal. Some of
the key processes within this are Talent Assessment (a process that facilitates managers in assessing
talent within their teams), Talent Mapping (mapping the potential and performance of the
employees in 16 box grid), Talent Watch (exclusive session for managers to come and present their
top talent to the executive board of directors highlighting the high potentials who are ready for the
rst time manager roles) among others.
Individual Development Plans are built as a part of the appraisal process which supports the
learning and development team to design learning interventions relevant and supportive to reach
the development goals. Job rotation, cross training and on-the-job learning are other ways through
which employees learn continuously and develop themselves for the next role
Leadership for Growth, which is a global program designed in collaboration with Oxford
Leadership Academy, is a classic example of supporting people in transition from being individual
contributors to leaders of the business. The foundation of this program states that Leadership
starts from self. It is a leader led program where leaders are teachers and this has worked
beautifully to keep the program aligned to building a leadership culture in the organization. This
intervention revolves around a lot of self-reection, building a trajectory of an individual's life
starting from the past where he has come from, the hard facts of his/her life, moving towards what
they stand for and what are their dreams and aspirations, what are their barriers and nishing with a
clear strategy and goal documented in a 90 day action plan that the participant himself makes and
commits to follow. This program supports in building competencies such as being responsible,
authentic and more importantly taking ownership of moving towards the personal and
professional growth. And, it ensures that the efforts of the participants as well as of the organization
get coherently aggregated in a manner that is engaging and fullling with a positive impact on the
business goals.
For individuals who have stepped into the rst time manager roles, Metro Global deploys its
exclusive people management skills program LEAD. This cutting edge intervention helps develop
emerging leaders, supports and provides the participants with the necessary tools and techniques
of people management to be successful in the new roles. This is a customized program for First
Time Leaders. Focus Groups are conducted with employees and their managers to identify areas of
self and people management which needs focus and subsequently create modules aligned to it.
LEAD is a modular learning program that runs for a period of six to eight months depending on the
nature of groups being deployed.
This program is formulated on 70:20:10 principles, where it comprises of 7 days of classroom

training and six months of working on a group Action Learning project. It also includes
assessments, and the closure module which is on the objective of collaboration and teamwork
done over an outbound program. They are also certied as People Leaders at the end of this
program. This program content is comprehensive including very practical solutions and practices
around people management for rst time managers.
This program was mostly designed and delivered through internal facilitators and senior leadership
group with leaders assuming the role of teachers. The participant group took up two action
learning projects and worked on some much focus required topics such as work allocation and
people motivation. These groups were mentored by senior leaders of the organization. This was yet
another step to reinforce the culture of mentoring and providing support to the rst time managers
for bringing out desired results. A 360 degree feedback mechanism was also deployed at the end of
the intervention which provided the participants with some clear development feedback and built
a roadmap for their current role and expectations from future roles.
The Metro Global Story
With the objective of sustaining continued development around the intervention, the executive
board of directors along with the Head of Learning and Development meet the participants every
other month to learn how the tools provided are being applied in their day to day work, what more
could they be supported with, and share collective experience and mentoring.
The Intervention has positively impacted retention as well as increased engagement scores. The
participants are lot more condent and successful in their roles and work well collaboratively. Its
success can be attributed to the credible commitment of the Leadership to build a robust talent
pool of New Leaders who could be groomed to take on larger responsibilities in the future and
build a sustainable Leadership Roadmap for the organisation.
For more details on the Metro Global Story visit www.metrogbs.com or contact Deepika
Wadhwani at Deepika.chellani@metro-services.in
The Vedanta Story
Vedanta Resources is a London Stock Exchange listed globally diversied natural resources major
with interests in Zinc, Lead, Silver, Copper, Iron Ore, Aluminium, Power and Oil & Gas. With
operations rooted in India and spread across other countries, Vedanta employs over 28,000 people
and contracts around 60,000 more. The Group reported revenue of US$12.9 billion in 2014.
Vedanta prides in attracting only the best quality professional talent and actively working towards
retaining them through exciting Career Development opportunities within the Organization.
Earlier leadership development initiatives predominantly focused on generic models for
developing leaders at any or all levels and it did not address this specic requirement. Vedanta's
work towards creating a Competency Framework has become the key driver for career aspirations
for Managers belonging to different levels at the Organization.
At Vedanta, career development and talent management goes hand in hand. First time managers
who belong to the career stage of Managing Self, are responsible for execution, assistance and
delivery of tasks. Result orientation, execution, orientation to qualify and reliability are the key skills
demonstrated by people at this career stage under the tutelage of immediate supervisor. Talent
maybe omnipresent but the challenge lays in identication and development. Talent that is
relevant to a business context thus needs to be identied early and developed.
Development of First Time Managers is an integrated approach which encompasses attracting,

developing, nurturing & retaining talent. It is essential to stretch an employee's capabilities, deploy
them to work that build their capabilities, and provide them with real life learning experiences that
are needed by interaction with peers, mentors to excel on-the-job. They must be placed in
assignments, which are aligned to their deep-rooted skills, interests and knowledge.
Talent Management at Vedanta involves 7 essential steps (Career Stage Classication, Competency
Assessment and Development, Talent Segmentation, Potential Validation, Consensus discussion,
Individual Development Plan, Talent Review Discussion) framed around the Vedanta Competency
Framework parameters (employee's ability to stretch to achieve results, business acumen,
stakeholder and customer management, change initiator, team player, industry awareness and
strategic perspective).Vedanta has also adopted the Walt Mahler's Career Stage Model. The core
essence of this model is the belief that managers at different stages in their careers need to adopt
different roles and responsibilities in order to be effective. To make a successful transition from one
career stage to the next, managers need developmental experiences to help them gain the skills
and work values that are appropriate to each stage. Moreover, all employees seek growth and
exposure in their roles. Talent engagement process plays a critical role in acknowledging this need
and providing leadership development through challenging assignments and commensurate
The Vedanta Story
responsibilities given to deserving young individuals. The learning includes both technical and
behavioural guidance.
Functional experts are observed to have a myopic view on their own discipline and are not able to
collaboratively utilize and integrate functional expertise in the larger organizational context and
business context. First time managers were helped to overcome this shortcoming in structured
form known as the Accelerated Competency Tracking & Upgradation Programme (ACT-UP)
The process included identifying high performers at early stages i.e. with the initial 1 year rating.
The assessment was based on the Vedanta competency model which is universal across the Group.
The STARS of business identied through this process were high potential individuals ready to be
provided accelerated growth and take on enhanced roles of responsibilities. IDP's were chalked out
with the Mentor/Manager keeping the employee's short term, medium term and long term goals in
view and progress was monitored. These STARS were further groomed for next level leadership
through Coaching, Learning Labs and Feedbacks.
Training was also provided to cover a gamut of diverse areas beginning from Technology
(operations and maintenance), functional domains, legal requirements, ISO, leadership,
sustainability (health, safety, environment, energy, human rights and community), behaviour, skills,
and personal enhancement. Coaching and mentoring, partnering with reputed institutes like ISB
and IIM's for Management Development Programmes, Cross culture learning, Global Leadership
Programme are some of the other initiatives that have shown commendable results consistently.
Leaders Connect, a Leadership development programme has been initiated across Vedanta in
order to identify the top talents for leadership positions and taken keen interest in every aspect of
employee growth and accountability of their skills keeping their potential and performance in
mind. Hogan assessment, 360 degree reviews, workshops lled with case studies, individual
presentations on the case studies, group exercises, individual role plays, adept the psychometric
online test and behavioural event interview, Feedback workshop are some of the activities
undertaken. All activities are aligned to reect Vedanta's Six Leadership Competencies.
Results as combination of all the inputs taken & employees on basis of the futuristic competency
prociency were evaluated & plotted in the 9 box performance-potential matrix (Performance vs
Potential). Those in top quadrant were gauged to be the best performers across the group. A
developmental journey to enrich leadership skills of these top talents identied through Leaders
Connect assessment that included Learning Labs Leading Self, Leading Others, and Leading
Business & Change, Coaching, Action Learning Projects, Discussion Forums and Dipstick Surveys
was undertaken.
The necessity to leverage technology has been felt across the group and they have started their
journey of adopting a robust IT system in all their processes. Vedanta has adopted a combination of
best practices to help identify, capture and share organizational knowledge, incorporate gained
knowledge into the strategic planning process to improve further and adapt to the changes.
Vedanta has uniform policies and career development opportunities across all its units. All the
processes are validated by the Corporate HR team and Management Assurance team. Their
constant efforts to provide the best platform to nurture employees understand their aspirations
and map them to roles along with offering technological support reects the keenness of Vedanta
at creating a Leadership Pipeline that will pave way to greater glories in the future.
For more details on the Vedanta story contact Capt. Sonica Muraleedharan at
sonica.muraleedharan@vedanta.co.in
The Yum Story
Yum! Brands, Inc., (NYSE: YUM), based in Louisville, Kentucky, is world's leading restaurant company
with over 41,000 restaurants in more than 130 countries and territories. Their restaurant brands -
KFC, Pizza Hut and Taco Bell - are the global leaders in chicken, pizza and Mexican-style food
categories. Yum! Restaurants India became a separately reported division in late 2011,
underscoring the potential scale of India as a key emerging market.
Yum! is mindful of the young workforce that it employs and therefore has an EVP that is likely to
appeal to the needs of this Employee group. Between Fun, Connect, Contribute and Learn, the
Value proposition is strongly linked to various facets of employees' needs including career
development (i.e. Learn).
Yum! has customized the learning intervention for people managers at restaurants and at the RSC
(Corporate) as the needs, scope and span of the audience vary signicantly. Restaurants at Yum!
employ a relatively young workforce where people management responsibilities come early, thus a
differentiated program has been put in place for restaurant level management. Yum! has well
dened learning tracks for all the associates in the operations hierarchy. These learning continuums
clearly dene the learning track for each role which is a combination of Exposure (on the job
training), Experience (Ride along/ coaching/ mentoring) and Education (Developing Champions
Modules). Each store has a eld trainer assigned to them, who handholds and tracks each associate
to go through the learning journey. In fact, each individual's progress on their learning journey is
tracked through a national bench-planning process, where the talent review is done monthly by the
senior most Leadership in the operations hierarchy at Yum! India.
At the Corporate Level, Yum has well dened programs to enable and align managers with overall
Business Goals. All employees work with their coaches (supervisors) to dene a year-long
development roadmap known as IDP (Individual Development Planning) Process, with structured
interventions and milestones linked to 360 degree feedback, which helps the coach to gauge
transition effectiveness. While, during this year long journey each associate goes through various
interventions Exposure (through projects/ stretch assignments), Experience (through structured
interventions such as coaching/ mentoring/ buddy training) & Education (through in-house or
identied external training programs).
To bring Yum!'s L&D philosophy to life a robust 'Learning Calendar' is created every year which
covers various programs that employees can attend to build their techno-commercial skill set.
Specialized interventions are designed to help employees manage the transition of moving from
Individual Contributors to Leaders of Teams and the Business.
In addition to customized learning interventions which are run across the organization, Yum
enables and equips people managers to leverage various learning and development tools available
and supports new Leaders through during this important transition.
As part of the growth journey, employees are encouraged to take up 'Step Change' projects. These
are taken up as part of the growth journey. Also, in some cases Job Enrichment and Engagement are
used as tools for growth and development. In fact, as part of the career management process at
Yum!, growth to the next level happens only when an employee has taken up cross functional
assignments for pre-dene time period.
Coaching and mentoring has been entrenched as the culture @ Yum! In fact reporting manager is
referred to as the coach of the person. In addition to this, mentoring and coaching are encouraged
and people are allocated sponsors/ mentors as per development need from within the Yum! system
or externally. In addition to all of this, one important facet on which each new manager at Yum gets
aligned to is 'Live and Lead' culture. Yum! expects each associate to be a culture champion. There
are 5 specic cultural immersion tools which are used to create alignment and enablement:
1. The Achieving Breakthrough results program is a 2 day intensive program facilitated by the
Yum! India President & equips new Leaders with tools to hone their intentionality, ensure
robust thinking & to have a well-articulated action plan to achieve breakthrough results at
Yum.
2. The Taking People with You Program is a day-long intervention based on the book written by
ex Yum! Chairman, David Novak which equips all people managers to get the right mind-set,
have a plan (strategy, structure and culture) and be able to follow through to get results.
3. In addition to this, quarterly culture immersion sessions facilitated by senior leaders at Yum!
India help reinforce through personal story telling, the 6 Values core to Yum! India.
4. Family tree intervention culture immersion intervention run by Yum! India HR team in form of
year long culture festival
5. One of Yum!'s founding values is the belief of creating an inclusive workplace which respects
the diversity and uniqueness of each individual. Their aspiration on diversity is 'To BE the
change they wish to see, and to have India' in all its diversity of colour, religion, communities,
afliations, etc. represented at their stores both as customers and as employees. To begin
with, Yum's focus was on gender & abilities and in that respect, all their interventions were
planned under the umbrella of SEED- Support Educate Encourage Diversity. The organization's
focus was not only on diversity in terms of representation but also inclusion that brings
diversity of thoughts and innovation. All people managers at Yum were encouraged to
prescribe to this point of view and demonstrate these behaviours through action.
To ensure that associates get a holistic development experience, Career ladders have been dened
clearly to provide a clear career roadmap to employees, this also dovetails other critical processes
such as PMS/ Learning & Development for employees.
Yum leverages a multipronged approach to ensure that 'world class' processes they create are
ingrained into the DNA of organization to provide a consistent experience to all their associates.
They actively leverage technology for building capability among new employees and progress is
closely tracked by members of the Leadership Team re-afrming their commitment to building a
robust Talent pipeline.
For more details on the Yum! Story contact Akansha Arora at akansha.arora@yum.com
Top Leaders
s
The Capgemini Story
With 180,000 employees in over 40 countries, the Capgemini Group helps its clients transform in
order to improve their performance and competitive positioning. Capgemini is one of the world's
foremost providers of consulting, technology and outsourcing services. A deeply multicultural
organization, Capgemini has developed into a ground of budding leaders building extensive value
to its clients through the Collaborative Business Experience TM, and draws on Rightshore, its
worldwide delivery model.
With an industry that is competitive, complex and uncertain, strong leadership pipeline is the order
of the day. Business strategies require constant evolution and employees need to relate to the
larger goal of the organization. In these circumstances, the role of leadership transitions to one of
shaping development and continuous learning across levels. The Journey of being an effective
leader starts from building a high performing team to being an effective coach - who can drive the
team towards their goals and own the responsibility to develop more effective coaches in the
organization.
The Leaders as Coach (LAC) program was identied to prepare empowered leaders for upcoming
challenges - Growth, Competitiveness, Talent and Innovation (known as the Talent Flywheel).
Launched in 2012, LAC is a customised intervention aimed to enhance self awareness through
reection among the leaders, empowering them to take decisions independently, thus playing a
key role in impacting the objectives of growth and talent.
Endorsement of the LAC program from the Management team ignited the vision of a coaching
culture which has today cascaded across levels.
Capgemini collaborates with renowned Executive Coaches in the industry for an in-person 2 day
workshop. The workshop is designed with the right balance of theoretical learning and
opportunities to practice the coaching techniques. Participants learn about coaching models,
probing techniques and tools that aide them in coaching conversations. This workshop also
includes case discussions, role plays and practice sessions to implement the learning.
One of the key take away for coaches is to understand various models and techniques which enable
them to support the Coaching partner in their achievement of goals. The coaches through
insightful questioning enable self-reection amongst coaching partners, bringing in the maturity
to take well informed decisions. In order to ensure both Coach & Coaching Partner are at the same
page Capgemini organise comprehensive sensitisation sessions for both before the relationship
begins. Through this engagement, both the coach and the coaching partner are able to capitalise
The Capgemini Story
on the concepts, which leads to successful Coaching engagements. This Coaching conversation
helps people to choose development objectives that touch upon what they aim, in alignment to
their business and personal goals.
In order to have a sustainable coaching culture in the organization, there are multiple avenues
which ensure Coach and Coaching Partner's commitment and engagement. The Action Learning
phase is a continuous process in which each coaching partner works on SMART goals for a focused
period of 3-4 months, in alignment to business requirements & future aspirations.
Over a period of time, Capgemini is extensively using the coaching approach to enable this shift to
the next level for their top talent. Coaching conversations results in developmental interventions
that help top talent enhance performance and move to the next level. Capgemini has percolated
this program over the years to various levels, from Vice President to Director & Associate Director
Level and will shortly be involving their Senior Managers as well. With the new tools, ROI research,
and expert resources available today, they are in the process of extending this across the
organization to ensure a sustainable coaching Culture.
With the progress of the LAC program, Capgemini is able to nurture leaders who bring
empowerment in their roles, rely on self-reection while leveraging their capabilities and hone
them continuously. LAC has transformed Leadership capabilities, with due focus on honing
people's leadership capabilities and to foster a development oriented culture in the organization.
For more details on the Capgemini story contact Deepa Bhulescarr at

deepa.bhulescarr@capgemini.com
The Crompton Greaves Story
Crompton Greaves believes in development of employees with the objective of enabling them in
their current roles and also to prepare identied employees for future roles within the organization.
These developmental initiatives are linked to business improvements in terms nancial as well as
non-nancial parameters.
There are four strategic agendas which determine the basis of employee development at Crompton
Greaves. These include - the Finance agenda, which is about making money, the Market place
agenda, which is about customers and reputation, the Operations agenda, which is about how
products are made and how to make people / organization lean, smart and efcient and the Human
agenda, which is about the values, leadership and culture of the business
In recent years, Crompton has re-organized itself into 4 Business Lines, 4 Regions and 8 Global
Functions with regions having Sales, Services and Systems and Functions orienting them to a larger
Global perspective to ensure best functional practices were implemented consistently across the
organization. CG has always been committed to the continuous development of its employees and
to provide world-class training inputs for the achievement of the business objectives and for
employees overall development.
Some of the customized interventions designed to meet the business requirements include the
Global Leadership Development Program (GLDP), the Frontline Supervisor Development Program
(FSDP) (India), Shine - an Executive Certicate in Leadership for Women and the CG Sales
Effectiveness and Excellence Program (CG SEEP).
The Global Leadership Development Program (GLDP) has been designed to strengthen the
business knowledge and understanding among the Leadership at Crompton Greaves and sustain
performance excellence throughout the company. The program aims at providing customized
inputs to selected talent at leadership level to be successful in their respective roles, develop
identied talent for future roles, build & enhance the global business perspective and achieve
synergy across businesses with the objective of building 'One Organization'.
The structured intervention involves pre-reads prior to participating in the program, interaction
with Leaders from Crompton and Greaves during the program, plant visits and feedback to the local
Management team. Three modules have been institutionalized to build capability among Leaders
at Crompton and Greaves which include Understanding the Business, Leadership and Leading for
Business Performance. Participants are also assigned specic projects in between modules to
ensure optimal Learning Transfer. Moreover each module is also conducted with an interval of 3-4
The Crompton Greaves Story
months to ensure effective learning on the job.
The rst module on Business Understanding focusses on Global and Industry trends and drivers,
Competitive Strategies through SWOT Analysis, Blue Ocean Thinking and Innovation,
understanding the Customer Value Proposition of the Organization among others. In addition to
this, structured inputs are also provided on Supply Chain Management, Understanding Financial
Rations and the Balance sheet and Operations Management. These are accompanied by visits to
the local plant and capability building sessions delivered by Internal Leaders.
The second module focuses on building Leadership Capability and comprises of structured inputs
on leading high performance teams, communicating effectively, offering constructive feedback,
leveraging appreciative inquiry for driving change, executive presence and includes administration
of Powerful psychometrics for e.g. the MBTI to ascertain behavioural preferences. Guest lectures
organized by expert faculty and a project presentation to EVP HR are integral components of this
module.
The Final Module on performance focusses on building business acumen with a specic focus on
developing nancial acumen and includes simulations on prot optimization. Participants are
required to make strategic presentations to important stakeholders within the organization. The
organization has also leveraged technology to effectively manage the Program by using Share
Point during project presentations and online tools for MBTI, Business Simulations and 360 degree
feedback. Moreover regular conference calls with stakeholders were also initiated for reviewing
progress on the intervention.
The Program has been very successful in helping build Leadership Capability especially among Top
Management Teams and bears testimony to Crompton and Greaves' commitment to building a
strong Leadership Pipeline.
For more details on the CG story contact Sanjay Singh at sanjay.singh@cgglobal.com

The Vedanta Story
A dynamic organization bestowed with one of the most creative, skilled, forward-thinking and
ethnically varied talent in today's business world. Vedanta endorses a high performance and
empowered work culture. A globally diversied natural resources major with interests in Zinc, Lead,
Silver, Copper, Iron Ore, Aluminium, Power and Oil & Gas. With operations rooted in India and
spread across other countries. The Group reported revenue of US$12.9 billion in 2014.
The current state of ux in the world economy has resulted in growing expectations from leaders in
the C suite or CXOs. Leadership today is no longer restricted to taking business to the next level but
is to future proof organizations, create the next level of leaders and effectively leverage the power
and authority of the CXO position.
Creation of a framework for leadership strategy along with a succession plan is critical to the
progress of an organization that aims to nurture talent from within the organization for key/critical
roles. At Vedanta, it started with the immediate manager identifying high performers for the role of
CXO candidates. These candidates were then put through an Individual Development Program
(training needs, job rotation/ cross functional/ global exposure needs, short term, medium term
and long term goals) and are reviewed twice a year by Mentor/Manager.
Responsibilities associated with leadership roles are much larger in scale and scope, decisions
made have far reaching effects and the impact of these decisions to reect on business takes a
while, moreover CXO's are expected to have a much better understanding of the overall business to
enable them to play the role of true business partner. They must be astute to the changes around to
be truly identied as Leaders.
Leader's Connect Programme enhances the leadership performance of those who have achieved
desired results in business was introduced and its objective is to take them to the 'next level of
development'. Leadership development, again, is not restricted to the development of the
individual alone but extends to a programme design that is likely to involve work groups.
Business and strategic skills are the two most important skills to acquire when moving into high
levels of leadership. The key leadership competencies that are required for CXO roles concentrate
on visioning, strategic decision making, systematic thinking, and emotional awareness, business
acumen, embracing diversity and building networks. To integrate the Leader's Connect concept
efcaciously into the system, Vedanta partnered with Aon Hewitt, a global leader in Human
Resource solutions.
The Vedanta Story
Leader's Connect, a CXO development initiative was driven by senior board, management board
and business leaders with the HR facilitating the process. Designing tools for development
workshop and a competency matrix were charted out. High potential employees were grouped in
specic categories based on potential and capability along with display of personality traits like
propensity to lead, culture t, receptivity to feedback and adaptability. To keep all parameters fair, a
psychometric test (Hogan assessment) was introduced in addition to a 360 degree feedback. The
participants were rated on an average scale of 10. The results of the assessment were mapped
against the Vedanta's six competencies (employee's ability to stretch to achieve results, business
acumen, stakeholder and customer management, change initiator, team player, industry awareness
and strategic perspective).
The results were plotted on the 9 Box matrix (Performance vs Potential) and displaying the
following quadrants 1A (Technical Star), 2A (Future Star), 3A (Outstanding Star), 1B (Technical
Contributor), 2B (Solid Contributor), 3B (Superior Contributor), 1C (Non contributor), 2C
(Indifferent Contributor), 3C (Potential Contributor).
Top performers from the assessments were identied and provided with job enhancement, role
enlargement and rotation. Employees rated as Outstanding stars were (Quadrant 3A- Clear
Successors) enthused to COO Roles and their development aspect was focused upon regularly.
The Leaders Connect assessment helped identify 75 Top Leaders within the organization and across
the group. The Top Leaders were involved in a 70-20-10 model of learning (Experiential
learning/Practical approach-Coaching Educative). Vedanta recognized them as tomorrow's
leaders and created an action plan complete with mentorship (internal, external and EXCO
members), cross functional assignments, exposure to critical areas and core functions, global
exposure to business and visiting other benchmarked companies, management development
programs partnered with ISB and IIM's, interaction with Business leaders and cross functional job
rotation. The Top 75 performers were put through a 9 month module with a customized
development plan and coaching sessions partnered by Aon Hewitt, the next 120 performers were
initiated into a 5 month e-learning module with a mentor assigned to assist them in their project
progress.
A Leadership Perception survey (for employees in Grade M4 & above) followed focusing majorly on
effectiveness of careers, growth opportunities, learning & development, rewards and recognition
programs. The results from the leadership perception survey were presented to the top
management. It included survey results, interview with top talent and P+ Interviews.
A Global Leadership Program (6-12 months) where participant i.e. STARs of the Business & leaders
from group companies were offered global exposure. The participants studied the practices in
various other group companies and operated in their area of expertise. On return to their parent
unit, they were required to submit report with the implementable learning from the project. During
the program, they were facilitated with Mentor(s) (senior executives) to guide them throughout
their stint.
These development initiatives have shown great impact on leadership effectiveness. It has also
reected in the top leaders inducted to the Club 100. This core group is led by the Group Chief
Human Resources Ofcer. Specialized behavioural programs through trainings are also organized
for the leaders and any internal opportunities that are a match to the leader's aspirations and
capabilities are mapped to them. It was observed that these identied leaders were promoted or
experienced role enhancements and are in consideration for succession when the time is right.
An evaluation of the progress of the development initiatives for high performers was measured
through percentage of leadership positions lled internally, performance of the candidate in their
new role and positions, pipeline of leaders for next level positions, attrition of high potentials and
feedback through employee engagement scores. The success of these initiatives explains Vedanta's
preparedness in nurturing future leaders of the company who are all on-board with the goal of
achieving the best for the organization.
Sonica.Muraleedharan@vedanta.co.in
Yum! Brands, Inc., (NYSE: YUM), based in Louisville, Kentucky, is the world's leading restaurant
company with over 41,000 restaurants in more than 130 countries and territories. Their restaurant
brands - KFC, Pizza Hut and Taco Bell - are the global leaders in chicken, pizza and Mexican-style
food categories. Yum! Restaurants India became a separately reported division (1 of the 5 divisions
globally) in late 2011, underscoring the potential scale of India as a key emerging market. Yum!
India has tripled its restaurants from 227 to 700+ in the last 5 years and is expected to quadruple
and grow to 2000 by 2020.
A blended learning approach coupled with customization to meet the senior Leadership's
development need is the approach that Yum! India follows for building capability among Top
Leadership. At this level the talent management and development practice have been integrated
with global practices as the top leaders formulate a part of global talent pool of Yum!.
Step 1 is to identify leadership potential and development need for all the leaders in the
organization. This is done by leveraging the People Plan Review (PPR) Process. This process allows
the organization to identify the strategic talent segments, succession development plans and
review leadership bench strength. Razor sharp focus and rigor is ensured through bi-annual
reviews of senior talent in all divisions by the top leadership team (Global CEO & CPO).
Step 2 is to create the development plan for all leaders leveraging both PPR as well as the leaders'
aspirations. This is done as part of DLP program (Delivering Leadership Performance). The attempt
is to invest in the leaders as per their need thus, complete last mile customization is ensured while
creating development plan for this level of leadership in the organization. The Program entails
following,
Open enrolment programs with ISB, Wharton
Mandatory 2 day teach back
Stretch assignments
Networking opportunities | RAI & Other industry bodies
Connect with global Leadership Team
In addition to these, there are numerous global capability programs which are run throughout the
year, as per the need of a leader, he/ she is nominated for the same. Some of the agship programs
are:
The Marketing Leadership Experience (MLE) is a global marketing talent development forum
where incumbents get broader, cross functional development experience in addition to focus on
building marketing know-how. Sponsored by the Yum! Global leadership team, this program is
conducted every year.
Operations Leadership Forum (OLF) similar to MLE we have OLF, this forum brings together the
top talent with-in ops from Yum! globally and seeks to build know-how on critical areas/
organizational priorities.
Also, in addition to above Yum! globally has design and deployed customized leadership
development journey for CXO leaders across globe. The program ' BLF Big Leap Forward' is
conducted centrally at one of the Yum! geographies. This program brings together CXO leaders
from across the world together to undergo this program. Leaders undergo customized learning
intervention covering personal brand, legacy, leadership, personal effectiveness and executive
coaching.
Yum! is a strong proponent of the coaching/ mentoring culture. Every year several new internal/
external mentoring initiatives are launched as part of which CXO talent at Yum get to sponsor/
mentor senior leaders within Yum! and have access to external coaches across the world.
Step 3 Yum! believes in walking the talk on leveraging its presence in 130+ countries to provide
true global exposure to its people. There are numerous examples where Yum! India leaders have
been given global platforms to demonstrate their potential. Yum! strives to create programs that
unlock individual talent and foster both business and personal growth. The organization attempts
to provide innovative know how building experiences that drive and accelerate high performance.
All of this quintessentially emerges from a rm belief that People capability comes rst, (and)
satised customers and protability follow.
Clearly dened process steps & enabling tools have helped Yum arrive at a process which is aligned
and ingrained in the organizations' DNA. In fact, the effectiveness of the intervention is reinforced
by the success stories in the organization and many of the past participants have strongly
advocated the need of the Intervention in order to build a robust Leadership Pipeline at Yum!
For more details on the Yum Restaurants story contact Akansha Arora at
Akansha.arora@yum.com
Future Leaders
s
The TCS Story
Tata Consultancy Services is an IT services, consulting and business solutions organization that
delivers real results to global business, ensuring a level of certainty no other rm can match. TCS
offers a consulting-led, integrated portfolio of IT, BPO, Infrastructure, Engineering and Assurance
services. This is delivered through its unique Global Network Delivery Model, recognized as the
benchmark of excellence in software development.
The global market in which TCS operates is highly fragmented and sensitive to economic
conditions. For TCS to have competitive advantage over its competitors TCS invests heavily in
competency development and leadership development .Developing talent is an intrinsic part of its
business strategy plan and TCS has built an ecosystem which supports development at all levels . To
take care of changing capability and capacity, TCS invests heavily in building pools of leaders at
strategic and tactical levels and enhancing competency of associates at junior (operational) levels.
TCS's career management framework enables employee development and is a win-win

proposition. TCS Career planning process is designed to link an individual's goals with those of the
organization as employees develop, TCS's human capital grows, building its capacity to deliver and
expand its services and/or products. This is very evident from TCS growth over the years .A
workforce developing at all levels ensures an ongoing inventory of home-grown talent. TCS
leadership is home grown due to its robust Career Management framework. TCS is viewed as
Employer of choice as it offers career resiliency and opportunity to learn
TCS is an industry leader with an employee base of over 318000 people spread across 46 countries
who operate out of TCS ofces and client locations. TCS Career Management framework works in
ecosystem of other tools. TCS have very mature L&D, Resource Allocation Group, CareerHub (One
stop shop for career related informations/ guidance) and Social Media tool Knome "; all these are
enablers for corridor mentoring, Career conversations, leadership connects and exploring new
opportunities. TCS strength lies in deployment of these processes across length and breadth of TCS
with uniformity and consistency.
iConnect :A program designed to engage with associates at junior to middle levels in order to help
them prepare their career plan in line with the organizational growth strategy. It also prepares
middle level managers to become people managers and be comfortable in carrying out career
conversations and create a mentoring culture.
Since this pool is Gen Y and Gen Z TCS leverages its Social media platform called Knome to
engage with his pool and provide career guidance .iConnect facilitates free ow of information
and helps seek guidance and references for growth
The TCS Story
Inspire: TCS inducted high potential programme. Inspire involves identifying middle level
managers with a potential to excel from pool of high performers .High potential employees are
selected on the basis of their performance in TCS Leadership Practice assessment (TLP) and
iProgress results (a Developmental tool to measure potential for target Leadership Level) At an
Organizational level, role specic leadership building programme like Ambasaddor corp ( for sales
stream ) , Transcend & Pragati ( for Delivery stream and Technical stream ) creates a pool of leaders
ready to take up senior roles and ensures continuity.
At TCS, Career Management is not a single event, it is part of their associates' career journey. TCS has
created platforms like CareerHub (career portal) to help TCSers assess their career goals dene their
own career path, seek guidance from experts. TCS's robust Learning and Development (L&D)
system helps associates up skill themselves. TCS understands the importance of keeping its High
Potential talent abreast with and ahead of the rapid changes in the global work environment. The
development needs identied through competency assessment, aspirational development and
Individual Development Plans provide inputs for High Potential employees customized Learning
and Development (L&D) plan. These inputs are used to prepare the monthly schedule, which is
supplemented by the just-in-time learning requirements based on the business needs.
The Leadership Development Program (LDP) team addresses the need to build leaders both at
tactical (Inspire program) and strategic level (LRM program- Succession planning) in a rapidly
changing business environment. The main focus of the Leadership Development Program in TCS is
to create an environment that provides equal opportunities for High Potential employees at
different levels to grow into leadership roles in India and across the globe. Hi Potential employees
also experience a high impact coaching program spread over 12 sessions conducted on a one on
one basis every week. Each session lasts for an hour and would culminate with actions undertaken
during the coaching sessions, to be closed every week
TCS has also designed customized interventions for Tactical and Strategic Talent segments to
address challenges of leading multicultural teams and build excellence in their respective elds,
thus creating global leaders in sales, delivery, technology and other areas. One such program titled
'Ambassador Corps' is aimed at creating a pool of Global Sales Leaders. Short-listed aspirants are
put through an Assessment Centre to gauge their aptitude. The top applicants are invited to attend
the program. Others are given individual feedback, suggesting areas of improvement or alternative
career options. Participants are continuously evaluated based on both tangible deliverables and
unobtrusive observation of behaviour, and one-on-one feedback is provided.
TCS believes in engaging with their High Potential community regularly and keeping them
motivated through senior leadership connects. For this purpose they leverage the Knome-Social
Media Platform within TCS for Live Chats with industry experts on their areas of expertise, senior
leaders coach, connect and engage with High Potential Community through blogs, posts, expert
talk and Live Chats. Key leadership messages and decisions on strategy, business priorities are also
communicated through Knome .Senior Delivery Managers share their learning through Knome.
High Potential employees also use Knome to collaborate and build networks.
TCS' 4E development approach was adapted from the Corporate Leadership Council's research on
best practices for accelerating leader development and future role readiness. TCS believes in
providing a mix of development opportunities i.e. of 25% education, 25% exposure and 50%
experience, along with a measure of effectiveness. The low attrition rates and high engagement
levels of Top Talent bears testimony to the effectiveness of the Intervention.
For more information on the TCS Story contact Saurabh Raye at saurabh.raye@tcs.com
The Vedanta Story
With a business model of growth, constant value creation and improved operations; Vedanta
Resources is a London Stock Exchange listed globally diversied natural resources major with
interests in Zinc, Lead, Silver, Copper, Iron Ore, Aluminium, Power and Oil & Gas. With operations
rooted in India and spread across other countries, Vedanta employs over 28,000 people and
contracts around 60,000 more. The Group reported revenue of US$12.9 billion in 2014.
In the whirlwind of today's global marketplace, competition for good talent is intense, talented
people possess high level skills, abilities and aptitudes which enable them to perform effectively
and their contribution to the growth of the company is greatly valued. Each year the strategy
formulation for identifying & nurturing the talents takes place at the beginning of the nancial year
after freezing of the Organization's Business Plan.
Vedanta has taken some key initiatives to develop a talent pipeline through programs such as
Individual Development Plan (IDP), Leaders Connect Program, Development of Creamy Stars and
Technical Act Up.
All the programs stemmed from the following understanding that it was essential to dene a clear
employee career growth plan to align with business strategy, identify and develop the high
potentials, build an integrated leadership development plan, communicate and implement these
plans; and lastly evaluate the effectiveness of all the development initiatives.
A process of identifying high performers at an early stage through a systematic assessment

approach was initiated. These identied Stars of business exuding high potential were provided
accelerated growth and trained to take enhanced roles of responsibilities. A structured career
development process was critical and hence was developed the Individual Development Plan (IDP).
The IDP helped dene an individual's short term, medium term and long term goals in the
organization and mapped them against valuable leadership competencies. The individual's
manager was brought on board to act as a mentor for all development related activities to career
growth with the opportunity to provide periodical feedback to the individual. This program gave
insight into development areas and trainings required by individuals as well as strengthening the
leadership pipeline for each business by creating capable successors from within the organization.
To be effective at career, it is essential for employees to sharpen different competencies and

behaviour. The competency model is a road map for the range of behaviours that produce
excellent performance. Vedanta's six competencies that marked the difference between an
employee and high performer were based on the employee's ability to stretch to achieve results,
business acumen, stakeholder and customer management, change initiator, team player, industry
awareness and strategic perspective.
Mapping an individual across the stated competencies helped in talent segmentation using the
Performance-Potential Matrix or the 9 Box matrix (Performance vs Potential) and displaying the
following quadrants 1A (Technical Star), 2A (Future Star), 3A (Outstanding Star), 1B (Technical
Contributor), 2B (Solid Contributor), 3B (Superior Contributor), 1C (Non contributor), 2C
(Indifferent Contributor), 3C (Potential Contributor). Those mapped to Quadrant 3A were found to
be the cream amongst the Top performers and offered a customized growth plan.
Vedanta's Technical Act Up is an integrated assessment program (psychometric proling, technical

case study, group discussions, etc) designed to ensure a constant pipeline of talent with technical
and behavioural capabilities aligned with organizational strategy and competency. Participatory in
nature, the individual is involved benchmarks.
Honing new talent is as important as nurturing existent talent, rewarding talent, keeping open lines
of communication between Stars and Senior Management, Chairman's workshop, opportunities for
job rotation, mentorship grooming individuals to excel across businesses, Management
Development programmes with premier institutes like ISB and IIM's, Global exposure, cross cultural
learning whereby individuals are exposed to other industries and rope in their learnings on projects
taken up in their current roles. These together create an environment of learning, a sense of feeling
valued and greater job satisfaction for an individual.
At Vedanta, high performers are constantly motivated and valued by offering performance based
variable pay, incentives & bonus (monthly/quarterly/annually), Long tenure rewards, Rewards in
gifts or cash for special contribution amounting to business growth, Increase in benets and/or
compensation with changes in grade, role or position, Long term/Short term incentives.
Assessing and developing talent in the organisation is critical to obtaining long term objectives and
Vedanta has made tremendous efforts to not only maximize the potential of employees but enable
them to perform effectively in current and future roles as well, by helping high performers identify
their true capabilities and achieve their goals
As a combination of learning workshops, Coaching, Live projects were rolled out for 50 creamy
STARS (M3-M5) from the pool of 500 STARS across Vedanta, these STARS population across
businesses have equal gender diversity and have been observed to take up key/ critical positions in
the organization.
An IDP Creation (Psychometric Test + Manager's Feedback), Action Learning Projects mentored by
Business Leaders and judged by Senior Stakeholders, Learning Labs (Leading Self, Leading Others
The Vedanta Story
and Leading Business & Change) with a regular feedback process were introduced in the mix.
The Planning and Designing of initiatives for High Performers were conducted keeping in mind
succession planning while giving opportunities to individuals to grow exponentially in their roles.
Incumbents and the successors for these positions were identied with the help of 3x3
performance- potential matrix. These programs have been created on the basis the 70-20-10
model of learning (Experiential learning/Practical approach-Coaching-educative), encompasses
the following: Learning Labs- Coaching- Action Learning Projects-Discussion Forums-Dipstick
Surveys. Employees with a high potential and exemplary performance levels are given the
opportunity to self-architect their careers.
The Group's DNA echoes Humble, Hungry and Smart and Vedanta makes sure to follow it to the
tee by encouraging Business Simulation Games (Chanakya) once every 3 years whereby an
employee's prociency is mapped against Vedanta's charted competencies and a growth path for
every employee is charted out keeping its results in view.
Creating opportunities to connect Star of businesses to Leaders, assessment with feedback and
opportunity for development, identifying High Performers and preparing them for succession by
mentoring, keeping lines of communication open for every Management/Business development
and encouraging employee interaction with management is critical to holistic development of
today's employees who may stand to be tomorrow's leaders.
Sonica.Muraleedharan@vedanta.co.in
The Viom Story
Viom Networks, a telecom infrastructure provider has been established with the mission to enable
telecom service providers to manage their Capex and operational cost, ensuring world-class
services to their customers and focusing on their core business operations. Viom Networks is
spread across the country with operations spread over 200+ towns and cities. With geographically
spread operations, operational managers are an important link to manage the day to day
operations, which are mission critical and have high impact on organizational performance.
As is the case with all other HR processes, Talent Development at Viom is geared to strategically
partner with organizational vision of 'Viom Next'. To successfully implement the vision of Viom
Next with the central core theme of 'Operational Excellence', retaining 'High Performer, High
Potential' employees and building a pipeline of effective and aligned managers was essential. The
process of identication and delineation of 'high performer, high potential' employees was
observed to occur at two levels. Level 1- Identication of operationally critical roles and Level 2-
Identifying High Performers and Ascertaining Potential.
The above rigorous process of evaluation and selection led to the identication of members in the
'CEO Club', who were then offered membership in the CEO Club, complete with a detailed
description on the expectations that it entailed ( both in terms of organization's expectations from
the individual, and what the individual can expect from the organization). The CEO Club member
was then put on a 6 month long development journey, in the shape of a documented IDP. At every
step, the evaluation and selection criteria sharply focused on short-to medium term business
priorities (for instance, priority to roles that are critical to operational excellence, selection of
employees with career aspirations towards growth in business critical roles, and openness to
mobility across the organization, as per the organizational requirements.)The percentage of CEO
Club members with high 'Readiness Level' to take up higher roles (as assessed at the closure of
development journey), was a strong indicator of the success of the selection process.
The development path of CEO Club members consisted of a rigorous six month long journey
replete with rich learning experiences highly customized to each individual's development needs.
Customized Individual Development Plans were created in accordance with the 3E Model of
Education (10% weightage), Exposure (20% weightage) and Experience (70%). Business Unit
Leaders (typically a CEO club member's manager or skip manager) were designated as mentors to
the members. Their role entailed providing guidance and support to the member in their
development journey at the workplace, by way of an effective and periodic feedback to the member
and to HR. Mentors had the primary responsibility of identication and implementation of relevant
Action Learning Projects for the CEO Club members. Each CEO Club member was encouraged to
The Viom Story
take up and execute 2 Action Learning Projects (ALP 1 and ALP 2) of 45-60 days duration. The
project would carry signicant business impact in terms of - Reducing Costs / Increasing revenues /
Improving Processes. Cross functional / Inter-departmental interaction was also emphasized. The
project came to be positioned as a Stretch assignment beyond an employee's Key Responsibility
Areas.
Viom has also developed an internal website on 'CEO Club' which has been successfully deployed
on Microsoft Sharepoint, and all content pertaining to CEO club (current and former) is available on
this site. Content ranges from pictures of all events in the photo gallery, 'Wise Wednesdays',
'Thought for the Day', Classroom Training Modules, relevant Case Studies, articles and lot more. A
discussion forum is also available- connecting all members (current and alumni) in an open forum
for dialogue.
The most vibrant, and real-time communication (formal and informal) now happens on a Whatsapp
Group for CEO Club members, which is mostly driven by the members themselves. Updates,
thoughts, experiences, takeaways, pictures and messages are all exchanged in a free ow of
information over the Whatsapp group.
Many group coaching sessions and mid-term reviews of Action Learning Projects are successfully
held over conference calls of smaller groups (4-5 members). 'Tricky Tuesday'- a short, weekly brain
teaser published on the intranet site and circulated over mails, targeting development of the
Analytical Problem Solving, Business Acumen and Language/Communication skills, is another
medium of learning and connect. Tricky Tuesday is also accessible over tablets (allowing members
in eld teams to be able to participate). Club members are engaged by being invited to contribute
to the 'Tricky Tuesday' questions/cases from their own real-time workplace data.
Career aspirations of individuals are also captured right at the outset during the selection process.
This ensures that the organization can condently articulate and focus its commitment on
individuals with greater likelihood to nd opportunities to meet their career aspirations. From
thereon, every single step in the development journey helps advance the individual closer to their
desired career aspirations (within the organizational context). The Individual Development Plan
itself focuses on development needs which would be most relevant for the desired career
progression. The individual's mentors are integrated in the process of mapping their career
aspirations at 2 Touch-points: First, is the Internal Potential Evaluation. Second, is the Day two of the
Development Center- when the feedback to the mentor on the individual's strength and
opportunities prole, is administered by assessors in the presence of the participants
Over 50% employees in CEO club have undergone role changes / role enhancement and have been
recipients of feedback on participant's development journey at each stage. They have displayed
sustained/improved appraisal ratings and 72% members have demonstrated repeated high
performance. The engagement levels and retention rates have been very encouraging thus bearing
testimony to the success of the intervention.
For more information on the Viom story contact Dr. Maninder S Khalsa at
drmaninder.singh@viomnetworks.com
The Wipro Story
Wipro Ltd (NYSE:WIT) is a global information technology, consulting and outsourcing company
with over 150,000 employees serving clients in 175+ cities across 6 continents. The IT products
segment posted revenues of $8.2 billion for the quarter ended June 30, 2015. Wipro helps
customers do business better by leveraging their industry-wide experience, deep technology
expertise, comprehensive portfolio of services and vertically aligned business model. Wipro's 55+
dedicated emerging technologies 'Centers of Excellence' enable the organization to harness the
latest technology for delivering business capability to its clients.
The story of Talent Development and Capability Building at Mfg & Hi Tech SBU in Wipro
Technologies started with the launch of Transcend Building Leaders for Tomorrow 2 years ago.
The outcome of this initiative was to build a cadre of high performing and high potential leaders to
take up pivotal roles and grow in their careers. This indeed was solid proof of the concerted efforts
towards a successful leadership talent pool which encouraged the organization to look at 'middle
level capability building' and in launching the subsequent version Transcend V2 Building the
next GEN Leaders.
The Employee Perception Survey feedback done annually indicated there was a need to invest on
the middle level capability building. The outcomes of the WLQ survey (a 360 feedback mechanism
which involves feedback from managers, peers, internal/external customers and team members)
suggested middle level managers' scores were low in a few signicant parameters like: execution
excellence, nurturing people and strategic perspective. This feedback helped the Wipro Team
ideate a robust Talent Development Program for High Potentials. Based on manager nomination,
consistent performance & potential rating of last two years, a learning group of 40 members was
formed. These leaders were identied as signicant contributors in their areas of work and had the
potential to be groomed to the next level.
The tone of the program was set at the launch in a grand Curtain Raiser event in October 2014.
This included context setting by the SBU Solution Delivery Head and SBU HR Head. Business and
people priorities were outlined and aligned with the overall objective of the initiative. Key features
of the 2 day curtain raiser event was based on the spirit of unlearning and included Team
exercises, Inventory led activity on learning styles , Learning through music , Workouts on solving
problems etc. The entire learning module is based on DDI model of 70-20-10 theory of learning,
which integrated 70% of learning through Bubble Assignments (Live Projects), 20% through
Mentoring and Coaching and 10% through Training, involving classroom sessions.
Project Assignments were the center piece of the Transcend V2 Leadership Development Journey. It
provided participants a space to apply everything that they learnt in the classroom and was
supplemented through webinars and social platforms. Individual Development Plans were
prepared for each participant and were discussed with participants and their managers. The
assignment of mentors was done based on the outcome of the discussion and the aspirations of the
participants. Regular connects and interactions with mentors and career discussions with
managers ensured that the aspiration of participants and expectation from the managers, mentors
were aligned to one another. Wide exposure through internal networking enabled the participants
to connect with leaders / peers from other business lines. This helped in understanding of new roles
and opportunities, thereby encouraging participants to pursue their career aspirations.
Being a company which works on cutting edge technologies, Wipro's focus has always been on
leveraging latest technology platforms in as many ways as possible. These include telephonic and
video conferencing, webinars and social learning. During the intervention the Wipro Team created
a dedicated page on Yammer Wipro's internal networking site for sharing knowledge, ideas,
articles and best practices among Transcend participants. All the documents, learning window
articles and schedules were communicated to the participants on the Yammer group. There was a
substantial rise in number of activities and discussions on yammer group between the participants.
The Wipro Team incorporated various technology platforms at different stages of the initiative to
ensure that communication became simple, more comprehensive and participants became Social
media savvy.
Transcend V2 is an extension of Transcend which was initiated 2 years back at Wipro. The scope has
been extended to middle level managers with the initiative enabling assimilation and
institutionalization of the learning culture in the SBU.
Bubble assignments at Wipro had the participants coming out of their comfort zone and thus
broadening their horizon. As a result of this Leaders stepped up, took next level roles and engaged
with complexity. The Engagement Score in the recently conducted Pulse survey for the Business
Unit improved substantially and overall attrition rates declined signicantly amongst the members
in the SBU. This bears testimony to the effectiveness of the intervention and the organizations
efforts to building a strong and engaged Talent Pipeline.
For more details on the Wipro Story contact Rashmi Prabha at rashmi.prabha1@wipro.com
NOTES
NOTES
NOTES
EVENT SUPPORTED BY
TICKETING PARTNER ONLINE MEDIA PARTNER MAGAZINE PARTNER
MEDIA PARTNER
s lnodroundtable @lnodroundtable lnodroundtable1
info@lnodroundtable.com www.lnodroundtable.com

BLDPA-Journal - 22 03 2017

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

BLDPA-Journal - 22 03 2017

Transféré par

Droits d'auteur :

Formats disponibles

s

Presenting the nalist organisations of the

The L&OD Roundtable,

BEST PRACTICES IN DEVELOPING ENTRY LEVEL LEADERS 07

BEST PRACTICES IN DEVELOPING NEW LEADERS 21

BEST PRACTICES IN DEVELOPING TOP LEADERS 35

BEST PRACTICES IN DEVELOPING FUTURE LEADERS 47

Best Practices in Best Practices in Best Practices in Best Practices in

As a Consultant, he specializes in Change Management, Cross-Cultural Team Building, Multi-Rater

Rajeshwar's professional engagements comprise an array of industries including Infrastructure, IT,

For more details on the Firstsource Story contact Pooja Srinivas at -

This program is formulated on 70:20:10 principles, where it comprises of 7 days of classroom

Development of First Time Managers is an integrated approach which encompasses attracting,

For more details on the Capgemini story contact Deepa Bhulescarr at

For more details on the CG story contact Sanjay Singh at sanjay.singh@cgglobal.com

Open enrolment programs with ISB, Wharton

Mandatory 2 day teach back

Networking opportunities | RAI & Other industry bodies

Connect with global Leadership Team

TCS's career management framework enables employee development and is a win-win

A process of identifying high performers at an early stage through a systematic assessment

To be effective at career, it is essential for employees to sharpen different competencies and

Vedanta's Technical Act Up is an integrated assessment program (psychometric proling, technical

TICKETING PARTNER ONLINE MEDIA PARTNER MAGAZINE PARTNER

Vous aimerez peut-être aussi