Customer Orientation, Collaboration, Commitment ,

5/5/2012

Contemporary LnOD Consulting & Coaching

C C C

Mission To create and sustain a

service environment

that values ethics,

promotes

collaboration, nurtures

innovation and leads

to collective

excellence.

To be respected and

admired by corporate

entities, our

collaborators, HR and

L & D fraternity and all

stake-holders in our

business

Vision: Over 100

satisfied

clients by

2014

5/5/2012

Contemporary LnOD Consulting & Coaching

C C C

Current Challenges in LnOD space…

• Ever growing competition

• High Attrition Rates

• Weak selection processes

• Lack of consistent Leadership development to retain HIPOTs

• Low employee morale & engagement scores

• Work Ethics – Eroding Organization Loyalty

• Fast changing technology

• High aspirations of Gen - Y

Superior & continuous People development initiatives are imperative for profitable growth

Human assets remains the only competitive advantage and differentiating factor today

When winds of change blow, most build shelters

while some build windmills.

5/5/2012

Highly competent and seasoned team to deliver > 100% value

Defining L & D processes & creating a learning culture across organization

with support of Sr. Management team

Assess leadership development gaps across managerial cadres

Create individual Leadership Development Plans( LDPs).

To assist leadership team in creating a culture of trust, transparency and

collaboration to achieve common organization goals.

Development of customized curriculum for different stages & levels of learning.

Why Contemporary LnOD

Cont……..

( e learning alone saves costs towards travel and opportunity loss considerably)

1. E – Learning - Interactive,

2. Mobile Learning

3. Experiential learning

4. Web based training

5. Blended Learning,

6. E Detailing

7. E – Product training

8. Coaching, (On the job training)

9. Quiz Based / Game based learning

10.Video / Audio Q & A based learning

11.Mentoring,

12.Action Learning Projects

Adopt Contemporary Learning methodologies

The organizations with “integrated” talent management processes,

including learning and performance, showed the following results:

Primary research, conducted by Bersin & Associates

40% lower turnover among high performers

ƒ17% lower overall voluntary turnover

ƒ26% higher revenue per employee

��87% greater ability to “hire the best people

�156% greater ability to “develop great leaders

�92% greater ability to “respond to economic conditions

�144% greater ability to “plan for future talent needs

Those organizations with highly or somewhat effective development

planning showed significantly lower turnover of employees and more

than twice the revenue per employee versus organizations that did little

development planning.

http://www.bersin.com/Practice/List.aspx?d=popular&id=7850

‘It pays to invest on People development’

A survey conducted by Harris interactive ( US ) on

23000 employees across sectors Only 37% stated that they perfectly understood the

organization’s objectives

ƒOnly 20% were enthusiastic about organization

objectives

ƒOnly 20% understood the connection between what

they were doing and company strategy

ƒƒonly 15% believed that their organization gave them

means to carry out their key objectives.

ƒOnly 17% thought their organization promoted

dialogue on new ideas

ƒOnly 20% admitted to have confidence in their

organization

ƒOnly 13% acknowledged working with a feeling of

trust towards other company departments

“Learning is not about creating programs. It is about realizing the

strategic agenda established by the executive committee”

Performance Iceberg

Knowledge

Skill

Ability

Preferences

Traits

Attitude

Ideals

Behaviors

Characteristics

that lead to

longer-term success

5/5/2012

Behavior

K S A Preference

Traits Attitude

Ideals

Contemporary LnOD Holistic approach

to

Organization

Development

Leading Self

Leading Others

Leading Managers

Leading

Organization

It is imperative for a leader to adapt to the environment and pick up the speed faster for

accelerated growth of self and team

Leadership

Speedometer

Sustainable Leadership Development Initiatives

5/5/2012

The Path

Strategize with

Sr. Leadership

support

Explore/

Diagnose

competency

Gaps

Co-design

frame work

Ensure

100%

execution

Periodic Review

&

Re - strategize

5/5/2012

First things first : Training Needs Identification

Putting training needs in context of organizational Goals

Validate ideas about the need for training

Ensure training designs that respond to need

Identify non-training issues influencing performance

Establish foundation for post-training evaluation

Create Individual Development Plans for each employee providing focused

training intervention

“People must know what they need to unlearn &

Relearn in order to achieve organizational goals”

5/5/2012

Talent Analytics

To get rich data and actionable

insights

Organizational Needs :

To find out if Organization is meeting current

standards and is well equipped to meet future

challenges

Teams / Groups specific Needs

To find out factors influencing performance of

a particular group or team in meeting its current

objectives

Individual Needs

To find out to what extent of training is required to bring current performance to the required level and improve

engagement scores .

Create strategies for future development

Why & What of Training Needs Identification

5/5/2012

Aligning to common organizational goals

Learning in client organization shall be built into the working rhythm of the business.

Top Leadership

Hi-Pots retention strategies

Change management / Best Practices

Interdepartmental relationships

Focus on Organization goals

Customer centricity

Corporate communication

Succession Planning / Retention

Coaching / Mentoring mindset

Cost Optimization

ROI Monitoring

HR

Diagnose / Articulate talent development gaps

Employee engagement reviews / strategies

Infusing Assessments & Competency based interviewing / selection

Customer Centric approach

Cost optimization

R & R strategies

Retention strategy Training

LNI / LNA

Contemporary methodologies

Customized Outsourcing

LDP s / IDPs

E-Learning ROI Cost optimization

Marketing / Brand Management

Customized Learning initiatives to achieve business Goals

KOL Management strategies

Infusing Customer centric approach

Brand training to field force – E learning – Cost saving

Continuous learning for sustained growth

Web based learning Cost optimization

Sales

Consultative selling

Soft skill development

E detailing

E product training

E objection handling

Game based learning

Mobile learning

Cost optimization

R & R Reviews Manufacturing & Others

Business orientation

Customer centricity ( Internal / External)

Supervisory development

Career development

Team management

Organization Goal Orientation

CCC

Conceptualizing- Strategizing

& Deployment

of

OD Initiatives

The Organization Catalyst

Contemporary LnOD

“ONE CAN NOT WORK TODAY’

WITH

‘YESTERDAY’S’ TOOLS

AND

REMAIN IN BUSINNESS TOMORROW”

4. Development of critical skills needed to manage change and become a resilience leader across USV as against only own project and department

5. Development of the ability to build broader influence across the organization

6. Develop and nurture talent to sustain growth momentum

1. Understand core behaviors of leadership which excite people to exceptional performance

2. Create a high performance culture through a compelling leadership language

3. Ability to create a strong follower-ship through effective skills

Leadership

Development

Roadmap

McKinsey 2020 – Top team will need to change the nature of their engagement with sales force and focus on softer aspect

17

3. Be the expert to lead, not do. Understand

the current job as delivering results through

others

4. Increase confidence and influence and

recognize the need to build collaborative

relationships and communicate effectively at

all levels of the organization.

1.Lead conversations like: setting goals,

explaining the “why” behind the what, handling

resistance, and performance feedback.

2. Understand what makes USV’s workforce

tick - achievement, autonomy, support &

sharing, keeping current, professional

identification, participation in mission & goals

5/5/2012

Middle

Manager’s

Development

Path

18

5. Effective selling skills and key account

management.( Ensuring Continued KOL

loyalty)

6.Customer and service orientation

7. Career building orientation

1.Creation of Individual (MY) Development

Plan (IDPs)

2.Infusing Entrepreneurial spirit – Attitudinal

transformation

3.The team bonding workshops

4.Performance enhancement tools and

techniques

5/5/2012

Frontline

Development

Path

5/5/2012

Establishing –Corporate center of excellence and career progression to

improve sustained profitable growth and enhance overall employer branding.

Defining L & D processes & creating a learning culture across organization

with support of Sr. Management team to meet business objectives

Reduce attrition cost by adopting CBI processes & assessments

Assess leadership development gaps across managerial cadres & expose HIPOTS

to MDPs( Mini customized MBA Programs)

Create individual Leadership Development Plans( LDPs).

To assist leadership team in creating a culture of trust, transparency and

collaboration to achieve common organization goals.

Development of customized and instructional curriculum for different stages & levels

of learning.

Adopt Contemporary Learning methodologies like E Learning / Mobile

learning etc

SUMMARY

Short term endurance, Long term benefits

5/5/2012

Contemporary LnOD Consulting & Coaching

(C C C )

Aligning to common organizational goals

Other LnOD Consulting Entities

Year 2015

The Most admired LnOD Partners

Rajjiv Saigal 5/5/2012

C C C

THANK YOU