MNC Mobile Phone Manufacturer: (Strategy Maps and Balanced Score card)

The project related to the mobile phone manufacturer who had set up operations in India. The objective of the project was executing their Business Strategy through appropriate people systems. PCI used strategy maps as a tool to build the strategy maps for the organization and this was done through workshops with the top team. Thereafter the strategy maps were implemented with the Balanced Score card. The BSC was done at the corporate level and then linked to the functional and individual levels.

The Challenges faced in the project was having a relatively new team in the company and some of them not being exposed to the telecom sector. The other challenge was in alignment of strategies with the parent company while keeping the local scenario in mind. The implementation challenge was in terms of the standards for both the short term and long term measures. These challenges were overcome with detailed data gathering, discussions and collation of industry benchmarks.

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A USD 12 Billion dollar Indian MNC Conglomerate: (Identification of High Potentials)

The project involved the middle management of the client and revolved around identification of HIPO’s using the development centre approach. PCI used the behavioral competency framework of the organization and designed tools and exercises relevant to the managers at a higher level. Thereafter 2-day developmental centers were run to identify the potential leaders and also identify the strengths and developmental gaps of all participants.

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A large German software product company: (Building Career Ladders)

This company has been in the country for about 15 years and is actively engaged in systems and product software development. The company was facing high attrition due to stagnation at the project manager levels.

PCI addressed the issue of developing career ladders by first designing the technical competencies for the software job family. This exercise involved extensive interaction with the expert software panel in the company .Alongside the responsibilities were mapped for the existing positions and roles were created based on current business/project scenario. This enabled a mapping to be done as to the competency requirement for each role .Based on the competency requirement, the roles were placed in different bands .This created opportunities for employees to move within the organization based on the competency based they fell into.

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A US based engineering organization: (The objective was to double their Top line in 2 years)

Given the objective of the company, PCI understood the Business Strategy of the company, their Work challenges and therefore the performance expectations from the top team. PCI designed the competency assessment criteria and designed and delivered simulations in one-day assessment center.

Post the exercise, the organization was given a Personal Assessment report for each individual, a developmental plan and an Organization Talent inventory. The organization also had to build capability in 2 key areas and this was addressed by both moving internal talent and some key hires from outside of the company.

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A Global Agro Sciences company : (The objective was to bring cohesion in its global sales team)

The company had 2 issues:

1. There was a lack of team work among the global sales team.

2. There were also complaints on certain key people and co-ordination between country sales teams.

PCI did an analysis of the current issues through interviews and focus groups with the Directors and certain high performers in the company. PCI was able to thus identify the key behaviors that people needed to demonstrate within the sales and marketing team.

PCI generated real time feedback by using the Multi-source Feedback (MSF) instrument and identified the blind spots and strengths for all the members of the global sales and marketing team. Thereafter feedback coaching sessions were conducted for all the individuals and the organization was advised on the corrective process steps they needed to take.

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The back office operations of one of the largest banks in the world: (The objective was have a clear system of assessment for their managers for promotion)

The bank was typically sending their officers on assignment to the back office operations. PCI was engaged to build system to help the bank assess their managers and identify the High Potentials through a scientific assessment system.

PCI did a data gathering and analysis initiative and finalized the Leadership competency framework for the leaders of the back office operations. Thereafter, the various roles were profiled on the competencies required for each position/role.

Through development centers, the potential employees were assessed in development/assessment centers to decide the employees capable of moving into higher roles. This helped in putting a succession planning system in place.

Alongside, a functional competency framework for both data and voice was finalized. This framework was used more at member levels to assist in hiring the right profiles to help in selecting the right person and thus improve the hit rate.

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The Indian operation of the one of the 5 largest Pharmaceutical companies: (The objective was to prepare the organization for the changing patent regime in India)

This project involved understanding the behaviors required of top managers in a changing patent regime. The behaviors were documented post several meetings and an MSF was conducted to help sales & marketing people realize their strengths and capability gaps in the organization to face the patent regime changes.

Through this exercise, the organization was able to focus on the key issues of concern to be addressed by training, learning, BIP’s etc and also equip the company’s key persons to strive ahead in the patent regime.

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A large Life Insurance company: (The organization wished to remain pay competitive but wished to have this achieved through a performance based payout)

The company was facing high attrition levels and had certain constraints in increasing the base salary. At the same time, the business targets were very aggressive with a need to drive high performing behavior becoming imperative's.

PCI studied the performance management system and revamped the measures with the focus on high impact measures. The performance pay plan was designed and linked to individual performance, team and company performance. The pay outs were also calculated keeping in view the returns at different levels of performance. Suitable communication and education was done as part of the implementation process.

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One of India’s largest Private sector banks (Leadership Development)

The bank is a high performing leader in the Indian banking industry. PCI continues to partner with the bank to define its changing leadership competency requirements and identifying the bank’s high potential talent on an ongoing basis. PCI has successfully certified assessors within the bank to work with PCI on development centres across the middle and senior levels of the bank. PCI has also designed and implemented a Talent Review process for the junior management levels of the bank.

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One of the largest global consulting firms (Leadership potential Assessment)

This company operates in the IT, BPO and Business Consulting domains and is one of the most sought after employers globally. The company wished to implement an objective process to support their performance management systems, while promoting employees at the middle and senior management levels. PCI continues to work with the company in leadership assessment programs on a periodic basis and the company uses the leadership assessment index as an additional input to the PMS system and the leadership survey in taking decisions on promoting employees.

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One of India’s largest business conglomerates (Employer Brand & Employer Value Proposition)

This business group operates across 7 industry sectors with multiple locations in India and globally. The company was finding it a challenge to change its culture in order to attract and retain high potential talent. PCI did an extensive perception analysis of the company’s employer brand across sectors. The Strengths and Gaps of the Group’s Employer Brand was clearly articulated. PCI thereafter ran work shops to define a distinctive and differentiating Employer Brand Proposition for the group, which was building on the group’s strengths. The Employer Value Proposition for the different group companies was defined with the key attributes of the brand. The group is currently engaged in implementing the Employer Brand Plan to translate the Brand Promise to the Employee Experience.

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