May supplement

72 I PeoPle Matters I MaY 2013

Select L&D

Five critical components help an L&D manager justify investments - objectives, delivery, capabilities, scale and accountability

While every single business func-tion has come under the cost scanner in the last two years, the organisation’s L&D function

speaks a different story. Market studies suggest that despite tight budget monitor-ing, the outlook for L&D in the coming times remain positive.

Vinay Kumar, Principal Consultant at C2C Consulting, a learning consulting firm, says, “The slowdown has actually impacted the L&D space positively as it has given the chance for organisations to step back and take stock of competencies.” L&D spend across the spectrum of Indian industries continues to grow and handsomely. Most companies intend to invest in L&D this year as a way to engage, attract and retain employees.

While several factors contribute to the increase in L&D spending in the coming years, employers are now focused on training talent for quality. In a series of interviews we conducted with both buyers and providers of training services in India, respondents revealed that hiring and retain-ing quality talent has become a key priority for organisations.

Piyush Mehta, Senior VP-HR, Genpact, says, “The economy is facing a shortage of talent with quality skills in India and organ-

isations like ours have realised that invest-ing in training is a great way to keep pace with the skill demands of the business.” Genpact is an IT services company. This trend doesn’t hold true only for India, but also globally.

Bersin & Associates released a study in 2011 highlighting that L&D budgets grew by 9.5 per cent year-on-year and the trend will continue in the next two years. The analy-sis mentions that most companies have realised that they cannot afford to cut down L&D budgets as it has a near-immediate impact on talent contribution.

Companies invest in training to meet various business objectives and some of the key themes that seem to have emerged for this year include engagement, talent reten-tion, leadership development, cross-cultural training and business effectiveness.

Companies are much more focused on tying the L&D agenda with business objec-tives. Suriesh Nathan, Vice President, Asia-Pacific, at Center for Creative Leadership says, “The last financial crisis has taught companies to spend more strategically and hence L&D programmes are aligned to the core business themes of companies.”

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services that justify

Investments

IN BRIEF

L&D managers have to be prudent while deciding what justifies investments in a programme and a service provider

BY VIKRAM CHoUDHURY

learning & development

Special

PeoPle Matters I MaY 2013 I 73

Several questions arise for an L&D manager while selecting programmes and services that justify investments. One of the key challenges is to balance requirements with key business agendas for the year. Research suggests that before engaging with service providers, the L&D manager needs to have a detailed plan of the following five components:

objectives from the L&D plan: Includes details of business requirements and talent gaps that drive the business needs for each L&D intervention. For example, the business need for geographical expan-sion into new global markets might lead to specific global leadership and cultural training programmes.

Training delivery: Documents what kind of train-ings should be centralised or decentralised, class-

room-based or computer-based, and instructor-led or self-driven.

Capability mapping: Maps existing train-ing capabilities with the needs of the enterprise, thereby highlighting which training programmes to outsource. It also details the budget allocations for all proposed L&D programmes.

Scale of training: Includes detailed plan of the number of participants and participant profiles for proposed programmes.

Accountability: Details the programme champions for each programme, individual responsibilities of programme administrators, and the communication and co-ordination plan with the service provider.

Professional track record

a) What do customer testimonials on independent platforms and social media speak about the depth, experi-ence, and professionalism of the service provider?

b) Does the service provider have experience within the industry as well as diverse pan-industry experi-ence?

Delivery channels a) Does the service provider provide “off-the-shelf” or customised training?

b) What kind of channels does the service provider predominantly offer (instructor-led or computer-based)?

Cost efficiency and flexibilitya) Is the service provider willing to

How to know what justifies L&D investments

Key questions wHiLe assessing an L&D service proviDer

embrace new methodologies and training ideas both from the organ-isation and from the industry?

b) Is the service provider willing to create favourable pricing structures based on our requirements?

c) Are the training and administra-tive support costs of the service provider minimum?

Credibilitya) Does the service provider have a wide network of trainers and L&D professionals?

b) Does the service provider hold memberships with accreditation agencies such as American Soci-ety for Training and Development and Indian Society for Training and Development?

Consultative assistancea) Are there any case examples avail-able of the service provider having facilitated demonstrable cost savings?

b) Is the service provider willing to understand the alignment of L&D programs with the business objec-tives?

Past experiencea) If there was a past relationship, does the L&D service provider have the ability to work against a Service Level Agreement?

b) What were the key reasons for which the service provider was considered in the past?

c) Is there anyone in the organisa-tion who has worked with the service provider in the past?


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Learning must take place at all levels annual l&D plans must have a strategic vision on the kind of impact it has on the firm’s business

There should a clear focus on learn-ing and development at each level, even at the level of the chief executive officer who should continually impart

learning on values, mission and vision of the organisation.

The annual L&D plan must have a stra-tegic perspective on the desired business impact from such activities. This also needs to be linked to organisational priorities and determine who will undergo what type of learning, how the measurement will take place and what will be taught by external and internal facilitators.

Learning management systems need to be centralised and yet be dynamic and flexible, based upon the nature of business and desired objective of L&D activities. In centralised LMS, there needs to be a linear relationship to either change in behaviour or tangible business results.

However, decentralisation should be allowed in training, based upon business imperatives and the level of competencies, which need to be built for the employees concerned. In essence what it means is that there has to be a broad framework that captures the organisational imperatives and yet the same needs to be flexible to inte-grate varied regional/business needs.

There has to be a blend between which programmes should be managed inhouse

and which ones should be outsourced as both are contextual.

There are broadly three kinds of programmes – functional skills, leader-ship skills and general or soft skills. What it means is that the L&D department has to help organisations to build and sustain desired competencies. Sustenance means an ongoing demonstration of expertise, no matter how much time has passed since competency was first achieved.

So, one decision making criterion could be the core focus of the programme. Is it intended to focus on concept, contextualisa-tion or skill building? Any programme which requires skills building gives better value for money if internal leaders / employees are involved in design, delivery and implementa-tion of the same.

Some of the key points to secure organ-isational leadership confidence in annual L&D agenda could be:

a) Present business case and the gap impact on the business

b) Engage with leaders in design, delivery measurement process

c) To internally position this as a collab-orative process as compared to something being lead/managed by HR or L&D depart-ment and make the entire L&D initiative a strategic process rather than the transac-tional running of programmes

d) Show some measurable behaviour change or business impact or both. This approach tends to engage them better as they see what is in it for them and what is in it for the business.

The programmes, which have long-term impact on business, for example, for senior leadership, it should be centralised as there

BY YoGESH SooD

Programmes that have a long- term impact on business for senior

leadership should be centralised to retain the consistency in learning


Special


needs to be a consistency in learning and related messages. It also mandates fluency of certain key behaviours. So if one were to apply a filter, then behavioural skills/attitude learning should be centralised as they have an impact on the cultural fabric of the organisation, while the functional/job related aspects should be decentralised.

The accountability for the success or failure of L&D programmes should lie on sponsoring managers of the participants and not on the HR or L&D department. HR or L&D are internal service providers who should be held accountable for the quality/ content of the facilitation and material or curriculum.

New Trends in L&D: In the last few years, as the world plunged into recession, companies have drastically reduced budgets on training and development. However, some prudent companies took the economic downslide as an opportunity and bucked the trend by engaging their workforce in devel-oping new skills and knowledge, thereby enabling their employees to meet new challenges head-on. This has contributed positively to the overall bottom-line of the companies.

As the global economy is slowly coming back on track, it is bringing new challenges and opportunities for growth. To success-fully ride the next wave of growth and devel-opment in a global context, organisations need to train their people with new skills and knowledge.

2013 may see some new breakthroughs in the training and development space around the world. This could be the year where clicker and laser pointers may be

kept aside and training managers would rely more on mobile and cloud based technolo-gies to train faster, smarter and with more agility than ever before.

There would be more usage of web-based solutions for keeping employees account-able for actually participating in training modules. This new focus on accountability is going to be a welcome development for employees. Also, as the trend of employees working remotely has increased manifold in recent years, there is going to be a greater initiation of cloud-based training modules to engage with employees in remote locations. Some pioneering companies have already released systems that allow L&D managers to download all their resources on to cloud-based platforms to enable remote users to sign on according to their convenience.

Another technology that will affect the way training is imparted would be mobile technology, as the modern workplace is not sedentary and managers spend much of their day on their feet than on their desks. The L&D managers would adapt to this increasing pervasive work style by enabling greater access of training resources from mobile platforms. This would allow manag-ers and trainers to check user progress and engagement and even help in responding far more quickly to queries. “The next wave of training and coaching will happen by lever-aging technology.”

Companies are increasingly demanding measurable outcomes from training inter-ventions in terms of behavioural change and also healthy bottom-line growth.

Yogesh Sood is Chief Executive Coach, PCC (ICF) and Chair-man and Managing Director Leadership Consulting Pvt Ltd

2013 is likely to be the year when managers will increasingly rely upon cloud and mobile based technologies to train employees in a faster and smarter fashion and with more agility than ever


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An approach with sustainable impactBoost investments in l&D, with longevity and continuity in sight

Over the last decade, HR leaders have invested a lot of thought and energy on how to make HR a valuable busi-ness partner. A major part of this

effort has been around aligning structure and processes; and now learning & development is emerging as the critical piece of the jigsaw. Some essentials that help create a credible and high impact L&D are follows.

Alignment with business: A leadership strategy that supports the business strat-egy provides alignment at a high level. An aligned L&D plan is expected to opera-tionalise a part of the leadership strategy by driving the development of current and future people capability needs through capacity, capability and culture building approaches. Such an alignment provides a strong connect for business and builds confidence in the leadership about L&D.

Addressing diverse populations: Three categories of people are to be addressed by the L&D plan: a) High Potentials b) Solid Managers and c) ‘Getting Ready’ popula-tion. The first step is to have clarity on how the talent pool is spread across these three groups and across locations and busi-ness lines. A differentiated approach that balances the needs and expectations of the business, target population, impact and costs is required. A major tilt towards one of the populations’ has the potential to lead to disengagement among other populations.

Diversity of approaches: A best-in-class L&D approach would always have elements of learning experiences, mentorship and training built in its portfolio, in line with the 70:20:10 principles. A mix of self-paced,

blended and in-person learning approaches are essential today in any L&D plan.

The provider question: To do it in-house or outsource to a service provider; to do it centrally or to do it regionally, is an organ-isation specific choice. Drawing a require-ment – capability grid where even the inter-nal team is dispassionately assessed on key parameters, can assist in decision making. A centrally-managed approach to address company-wide themes, critical issues facing solid managers, culture transformation projects and development of high potentials provides for a closer line of sight to the leadership and is preferred universally.

Technology and social media enablers: The learning management systems of today are morphing from a central gateway for bought-out courses, to a repository for best practices and a platform for exchange of views, knowledge and ideas through integration of social media tools. The L&D plans of today have to harness this appetite for interaction as it fits well with a growing orientation among employees for a more self-directed way of learning and exchang-ing ideas. Organisations need to leverage public social media platforms should the LMS not provide such an opportunity.

While efforts are being invested for a sound L&D approach, it is important to boost that investment with longevity and continuity in sight. The approach to L&D is not just a programme but a process consist-ing of a roadmap of continuous assessment and reflection, challenge and support. Anupam Sirbhaiya, Country Manager of Centre for Creative Leadership India

BY ANUPAM SIRBHAIYA


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3 factors to help develop talentSupport from the top management, context-driven models and critical competencies will ensure the success of a talent development programme

Every chief executive knows that the right talent for the right position is the most important asset of an organisation. Talent development

has become a mission-critical company process. The term – talent development pipeline architecture – is gaining popularity as organisations have become more seri-ous about building leadership capabilities.

Underscoring the importance of talent, PepsiCo CEO IndraNooyi said,“Perhaps the greatest challenge business lead-ers face today is how to stay competitive amid constant turbulence and disruption. Today’s market place is incredibly competi-tive in every industry around the globe. The difference between success and failure is talent, period.”

The three factors that are critical for the success of a talent development programme are:

1. Create pipeline of talentIn McKinsey’s “The War for Talent” study, the importance of the leader’s talent mindset was established as the primary distinguishing factor between successful and not so successful companies. Creating a sustainable pipeline of promotable inter-nal talent that provides top-tier leadership needs an integrated, systemic approach to its management. Leaders need to be accountable for creating a talent manage-ment culture and developing the next wave of talent for the firm. When we created leadership development programmes for High Potentials in firms like Engineers India, Ranbaxy, MSD, Max Life Insurance, ING Vysya, Vodafone and Airtel, the inputs and direction came from senior leadership.

2. Focus on critical competencies A typical competency framework is based on performance in the current role and may include many others. It is more effec-tive to identify and focus on the competen-cies that are most critical to the current and future success of the business. In the Indian context, focus on growth and culture are more important and they can be termed as growth behaviours. For some industries, the growth behaviours are courage, strategic thinking, challenge and self-belief while for others they can be driving simplicity, accountability and collaboration.

3. Use module relevant to context & cultureDo not pick up modules that worked in a different context or culture. Off-the-shelf-programmes offer little or no customisa-tion. It is okay to buy a prestigious Ameri-can university’s programme for your high potential talent as long as the content and methodologies are relevant. It is also important to have an inclusive approach where talent development is holistic and focused on all levels in the organisation. With Vodafone, Novartis and MSD, we use an integrated methodology that involves coaching, mentoring, workplace proj-ects and three workshops spread across a year. The mantra for a robust talent development initiative is a blueprint that is aligned to the company’s strategy and the support and involvement of the top management.

Santhosh Babu is Managing Director of OD Alternatives

BY SANTHoSH BABU


Special


Shifting trends in new hire trainingas the enterprise witnesses more influx of digital natives, the philosophy of new hire training has to shift toward social and mobile learning

Engaging new hires and onboarding them into the organisation is both a challenge and an opportunity for companies today. Research has

shown that an employee’s long term commit-ment and longevity at an organisation is influenced significantly by the experience during the first 90 days of employment. Even though most organisations realise the importance of a well-designed onboarding programme, it rarely gets implemented due to several practical constraints. The reasons are manifold, but primarily fit into one or more of the following:

A. Different Joining DatesEmployees join on different dates and this makes it difficult to provide a new hire onboarding immediately upon joining. Typi-cally, new hire onboarding is done weekly or monthly, once a viable number of new hires are accumulated. Meanwhile, many “yet to be onboarded” new employees already start to feel disengaged.

B. Distributed workforceWith new hires joining across geographical locations, presenting a consistent onboard-ing experience is not just a logistical night-mare, but also economically unfeasible. Moreover, as businesses are becoming more virtual and distributed, the need for online communities for collaboration and learning is becoming even more important.

C. New Gen WorkforceThe average attention span of learners has declined by almost 33 per cent over the last decade. Hence, the classroom training or e-learning/computer-based training model,

which requires undivided attention for 30-60 minutes, does not match the expectations of the next generation employee.

D. Time to productivityGiven today’s business demands and gruel-ling schedules, companies cannot afford long training schedules to get new hires up to speed. The sooner a new hire gets productive, the better it is.

After MindTickle conducted extensive research on user-interaction with games vs. non game based employee training and engagement products, it was apparent that the combination of game mechanics and social mechanics can be very effective in influencing employee behaviour in an online environment. Building on these concepts and research results, MindTickle imple-mented a software-as-a-service (SaaS) platform for absorbing and delivering new hire training content on a variety of topics ranging from the history, vision, culture and policies of the organisation to industry and technical training.

MindTickle has also combined its user-experience with deep analytics that allow tracking of engagement and participation levels of the new hires, thereby providing an opportunity to the organisations to objec-tively evaluate and monitor the success of their new hire onboarding programmes through a real-time dashboard. With consis-tent completion rates as high as 95 per cent, the new employees onboarded on the Mind-Tickle platform consider the MindTickle approach a more effective medium than traditional alternatives.

Mohit Garg is Co-Founder, MindTickle

BY MoHIT GARG


Special


Success of an L&D plan is in your handsl&D agenda should not be insulated from the firm’s business needs and must evolve from it

A Learning and Development (L&D) plan must be derived from the business context and the company’s current and future

business plans. For example, if the company is planning to diversify, then the competencies related to that goal must be part of the L&D plan. Besides this, the plan should be linked to bridging the competency gaps and must have a clear deliverable and a strategy on how the L&D interventions would be implemented.

Many companies find it hard to decide whether the organisational learning management system (LMS) should be centralised or decentralised. Companies need a centralised version to ensure that what is important to the business and management is addressed uniformly. To take care of local/regional needs, we need to have a decentralised LMS.

All cost functions are under scanner today. The organisational L&D should rationalise which functions to keep in-house and which ones to outsource. Annual standard L&D programmes and the ones related to culture, values etc can be done internally. On the other hand, an external partner would be ideal for programmes on leadership development, change management, best practices and organisational development.

Often, L&D plans are insulated from business needs. To secure leadership confidence, the L&D agenda must evolve from the needs of the organisations. This can happen if the L&D team starts by asking the leadership two things: The strategic plan for the year and business imperatives.

The team can then determine the learn-ing and development needs of the employ-ees, which in turn will provide a road map for their annual plan. Once the plan is drawn up, it must be presented to the leadership team, showcasing how it addresses the stated business needs.

While deciding the level of centralisa-tion in training, the audience has to be kept in mind. Senior leadership training programmes should be centralised while those for middle-management and business units can be decentralised.

The success and failure of the L&D plan is with the L&D Department. Period.However, there are many influencers in this process – the top leadership, line managers and the participants. For the plan to succeed all these stakeholders will have to be taken on board and their roles spelt out clearly to ensure the success of the same.

For example, managers will have to be explained the importance of sending their people for programmes, their interest in what they have learnt and their willingness to provide opportunities to people to put the learnings into practice.

Anu Wakhlu is Founder - MD, Pragati Leadership

>>all the stakehold-ers must be taken on board and their roles clearly spelt out to ensure success of the L&D programme

BY ANU WAKHLU

An external partner would be ideal for programmes on leadership development, change management, best practices & organisational development


Special


OD Consultant transforms business growth plansBuild a programme while sustaining the present product line and grow business

I have tried substantiating my premise of assumption with a real case study for OD Scope & its potential impact in business growth and transformation.

One of the renowned business groups had undergone a major business crisis since one of their largest customers turned into competition.

The situation had worsened since the customer had taken away majority team members across the levels. The client organisation is known to believe in retaining internal resources, encourage employment opportunity in generations & already built spare capacity.

The client had to choose between: Onboard the new talent immediately and spend energy on customer retention or design a compre-hensive business transformation programme to mitigate the business risk with an inclusive approach by involving key stakeholders.

As the client is known to choose more sustainable management practice rather than adopting the quick fix approach, they chose to work on the latter option.

I had designed the change programme framework by building the following themes: INNoVATIVE• Sustain the present product line• Build add on product offerings• Reduce market timeRESPoNSIVENESS• Build change team• Create a strategic cell as guiding board• Retain the existing customers• Build new revenue modelPRoGRESSIVE• Rebuild the positivity• Map existing skill sets• Onboard the critical mass

This framework got implemented in 18-20 months. Along with my role as an external consultant, we had to build internal change team from various functional groups and the task force was led by one of the board member from the client organisation.

This massive project ended on the following notes;

Client organisation has started using almost 85 per cent of the capacity and grew the revenue by 12 per cent

The organisation built equal proportion of home grown and fresh talent

The new well articulated competency framework has allowed to create two level back up for each critical position

Inclusiveness built major trust and camaraderie across the level

Resilience has been ingrained as part of DNA in organisation culture

Though the project was quite successful, however, am left with some of the funda-mental questions towards OD consultant role.

Do all the OD projects get similar success?

Has the client organisation team preparedness played the major role in it’s success?

Would OD intervention get recognition beyond L&D focus approach?

This experience has helped me to refresh my learning towards OD Process map.

Ashish Patel is founder consultant with Euphoria Consulting

BY ASHISH PATEL


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Global CEOs train your leaders via laptopswork pressures and a gloomy global economy prevent high performing leaders from taking academic sabbaticals

Susan, the CLO at one of India’s Top MNCs wakes up every morning trou-bled with the same issue - she has been breathing down the necks of

some of her organization’s Senior Managers to go attend the Management Development Programs they signed up for but they are not budging. Do they take a sabbatical from work to sharpen their leadership skills or do they try to achieve their sales targets?

This Catch-22 situation is commonplace in Corporate India today. But this situation is fast changing, thanks in no small way to the online revolution that is taking the education industry by storm. While the Khan Academy is leading the way in elementary school education, movements like the Mass Online Open Courses (MOOCs), which have attracted more than 100,000 students, are creating waves in higher education. Corpo-rates too are increasingly going the online way. We live in times when time is money and more so, for busy executives for whom every minute counts. In such a scenario, Online education works well, given that one doesn’t have to travel to attend classes.

In the last couple of months, we at the AVAGMAH Jack Welch Management Insti-tute (AJWMI) – India have seen a surge in interest from large organisations in our Online Leadership Programs. As an Online School based in India offering Online Educa-tion to Executives for the past decade, we were pleasantly surprised at the increased numbers in which India Inc. has started nominating its Senior employees for the AJWMI programs, given that the programs are designed for leaders who understand-ably are hard pressed for time and cannot

afford to take time out from their workplace for academic pursuits.

With increased demand to nurture high performers for leadership roles, organisa-tions now have the opportunity to provide education to their employees, as per their convenience. Evolved technology in online education allows students to participate in virtual classes run by some of the best faculty in the world - even if the student is constantly on the move or based out of some remote location. This means managers continue to work and pursue their education at the same time.

While some are still delivering ancient standard format lectures to bored students, India Inc. seems to have rightly embraced online education and has started reaping its benefits.

Karthik KS is CEO, AVAGMAH Online School (A division of 24x7 Learning)

BY KARTHIK K S

online education to the rescue of CLos to nurture high performers for leadership roles right at their desks by Global CEos


The new age of customised trainingplugging a critical gap of output uncertainties, L&D managers can look forward to services that will help them choose & customise training initiatives

It is common knowledge that an L&D manager spends a great deal of time in finding a service provider or while nominating employees for external

public workshops. Both situations present unique operational and procedural chal-lenges. While undertaking these exercises, an L&D manager is faced with questions around the efficacy of choices and the basis of selection.

Arranging an in-house training with an external vendor/trainer

While the L&D department may have a bunch of trainers who’ve worked with the organisation in the past, there may be a pressing need to employ an expert practitioner from the field. While the current organisational trainer did a good job last time, there is always uncertainty on whether the trainer can cater to new demands. An L&D manager always faces the need to reach out to someone new and introduce new training delivery ideas. One of the most annoying questions that a delivery manager faces is “Oh you hired the same trainer again?”

While the L&D manager might feel the need to try out new services and training delivery models, operational hassles might compel him to drop the idea. Procedural complications of identifying, selecting, interviewing, customising etc. with a completely new trainer(s) all over again may appear daunting for many.

This pain area is something the organ-isation is aware of but is afraid to take any action. Many L&D managers hope for an eBay kind of service, which is more

personalised and customised. Though there are such services available in USA, there are very few in India.

Nominating employees to external public workshops

Many companies are clueless about how to institutionalise the process of sending the right people for the right external training opportunities.

In many cases, organisations take the easy route - Ask employees to Google and figure out the right training he/she is looking for in the market. Every individual has different training needs and mapping vendors against each training need is virtu-ally unthinkable.

Training service providers are more interested in delivering large scale in-house trainings compared to individual training. While few in numbers, there are couple of Indian start-ups that are trying to address these problems. This plugs a critical demand gap and L&D managers can expect a lot of exciting activity in this space.

L.A. Balamurugan is Co-Founder and CEO, BookMyTraining.com

BY L.A. BALAMURUGAN

L&D managers can look forward to services that will allow them to select and personalise training services from multiple service providers


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Backed by more than 30 years of research and a track record of helping organizations with training solutions, VitalSmarts leads the way in the domain of corporate training and consulting.VitalSmarts teaches strategies and skills for sustainable and meas-urable behavior change that leads to stepping up employee engagement, quality, productivity and other key indicators.

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Three Ways to Get Started• Trainer Certification:- Individuals or trainers from your organization become certified to teach the course to others within your company • Public Workshop:- You attend a prescheduled, public training workshop. To see a complete list of upcoming workshops and to register, visit www.vitalsmarts.com.• In-house Training:- One of our expert trainers delivers the program at a location you specify

PurposeVitalSmarts provides corporate training to an international client base, including 300 of the Fortune 500. In 1990, the company’s partners, Joseph Grenny, Al Switzler, Kerry Patter-son, and Ron McMillan, developed an approach that ensured the development and long-term retention of crucial skills—a promise that most vendors could not make. At the end of each project, they presented hard data to support that: • Behavior had fundamentally changed across the organization; and • Changed behaviors were responsible for driving significant improvements in performance.

Research & ResultsVitalSmarts training solutions are built on the principle thatwhen you invest in your people you enable your workforce to carry out every business practice more successfully. VitalSmarts helps leaders bring about rapid and sustainable change in the critical behaviors and learnable skills that lead to significant and measurable improvement in performance.

How Is the Training Delivered?VitalSmarts Training is delivered in a classroom setting over

one to two consecutive days. Each course includes original, awardwinning video clips, extensive in-class practice, group participation and personal application of skills.The training courses provide a more thorough understanding and application of the skills taught in the four bestselling books from VitalSmarts, which are used as course compan-ions and introductions to the material taught in training.

Training delivery capabilities• Support offices in Gurgaon, Banglore & Mumbai, besides partner support across India• A pool of international and national trainers that travel across the country to deliver trainings

Client’s profile• Worked with over 300 of the fortune 500 companies globally• Worked with clients from various industries and sectors › Auto - Tata Motors, Mahindra & Mahindra › BFSI – RBS, IndusInd Bank › CD – Tata Sky, Kohler India › IT – Wipro, TCS › Pharma – Dr. Reddy’s, Johnson & Johnson ..... to name a few.

Leadership Consulting Private LimitedA-203, Iris Tech Park, Sohna Road, Sector - 48, Gurgaon - 122018, Haryana(India), Phone: +91-124-4511940

Fax: +91-124-4040575, E-mail: [email protected]

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H/O: A-203, Iris Tech Park, Sohna Road, Sector-48, Gurgaon -122018 Haryana (India)

Tools for Talking When Stakes are HighCrucial Conversations

Resolve disagreementsBuild acceptance rather than resistance

Speak persuasively, not abrasively Foster teamwork

Upcoming Programmes6th-9th May, Crucial Conversations TTT, Delhi/NCR

20th-21st May, Influencer, Chennai23rd-24th May, Crucial Conversations, Bengaluru

16th-17th May, Crucial Conversations, Delhi/NCR & Pune

How well do you, your team or your organizationstep up to or handle crucial conversations ?

Visit: www.vitalsmartsindia.com Email: [email protected] free no: 1800-102-1345 Phone: +91-124-4511940

Every team and every organization has problems. The difference between the best and the merely good is not how many problems they have, but whether or not they candidly discuss and resolve them. The difference is in how they handle the Crucial Conversations that are

the key to resolving their problems.

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About VitalSmarts®

Backed by more than 30 years of research and a track record of helping organizations with training solutions, VitalSmarts leads the way in the domain of corporate training and consulting.VitalSmarts teaches strategies and skills for sustainable and meas-urable behavior change that leads to stepping up employee engagement, quality, productivity and other key indicators.

More than two million people and three hundred of the Fortune 500 companies have realized a direct connection between their successes and VitalSmarts training solutions.

Three Ways to Get Started• Trainer Certification:- Individuals or trainers from your organization become certified to teach the course to others within your company • Public Workshop:- You attend a prescheduled, public training workshop. To see a complete list of upcoming workshops and to register, visit www.vitalsmarts.com.• In-house Training:- One of our expert trainers delivers the program at a location you specify

PurposeVitalSmarts provides corporate training to an international client base, including 300 of the Fortune 500. In 1990, the company’s partners, Joseph Grenny, Al Switzler, Kerry Patter-son, and Ron McMillan, developed an approach that ensured the development and long-term retention of crucial skills—a promise that most vendors could not make. At the end of each project, they presented hard data to support that: • Behavior had fundamentally changed across the organization; and • Changed behaviors were responsible for driving significant improvements in performance.

Research & ResultsVitalSmarts training solutions are built on the principle thatwhen you invest in your people you enable your workforce to carry out every business practice more successfully. VitalSmarts helps leaders bring about rapid and sustainable change in the critical behaviors and learnable skills that lead to significant and measurable improvement in performance.

How Is the Training Delivered?VitalSmarts Training is delivered in a classroom setting over

one to two consecutive days. Each course includes original, awardwinning video clips, extensive in-class practice, group participation and personal application of skills.The training courses provide a more thorough understanding and application of the skills taught in the four bestselling books from VitalSmarts, which are used as course compan-ions and introductions to the material taught in training.

Training delivery capabilities• Support offices in Gurgaon, Banglore & Mumbai, besides partner support across India• A pool of international and national trainers that travel across the country to deliver trainings

Client’s profile• Worked with over 300 of the fortune 500 companies globally• Worked with clients from various industries and sectors › Auto - Tata Motors, Mahindra & Mahindra › BFSI – RBS, IndusInd Bank › CD – Tata Sky, Kohler India › IT – Wipro, TCS › Pharma – Dr. Reddy’s, Johnson & Johnson ..... to name a few.

Leadership Consulting Private LimitedA-203, Iris Tech Park, Sohna Road, Sector - 48, Gurgaon - 122018, Haryana(India), Phone: +91-124-4511940

Fax: +91-124-4040575, E-mail: [email protected]

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The Ken Blanchard Companies is a global leader in workplace learning, productivity, performance, and leadership effectiveness solutions. Through the expert guidance of our worldwide consulting and coaching networks, we have a reputation for creating ground-breaking solutions that improve organizational performance and bottom-line results.

For 32 years, our cutting-edge processes have helped leading organizations create global leadership capacity driven by Ken Blanchard’s renowned thought leadership. Ken has

authored more than 40 bestselling business books, several of which continue to be listed on business bestseller book lists years after their initial publication. Blanchard Research & Training India LLP is the licensed affiliate of Ken Blanchard Group of companies, USA.

small enough that our key principals are involved in nearly every customer engagement.

Measurable ResultsAll Blanchard initiatives offer Success Case Method evaluation

We own a strong core of intellectual property—thought leadership in management best practicesBeginning with the initial version of Situational Leadership®, our curriculum has evolved over a span of 40 years.

We have a command of multiple learning modes-classroom, coaching, virtual, blended, onlineWe can successfully deliver training and coaching in person, via digital media, or by means of a blended approach.

Complete Support Before, During, and After Your Training InitiativeWe can support organizations by creating a training launch kit that gets top management buy-in, helps you explain the purpose of the training initiative, and builds excitement for learning new skills.

Blanchard is a global company with a strong local presenceWe are large enough to handle global assignments But are still

Testimonial“We love our partnership with Blanchard; their programs have allowed us to move the needle on leadership performance. Our work together has resulted in a worldwide application of leader-ship consistency” - Pfizer Inc.

“It is powerful to see managers commit to their employees that they will use different leadership styles—and to see the employees commit to diagnosing themselves and asking for the leadership they need post our association with Blanchard” -BIOGEN

Client’s profile• Worked with over 300 of the fortune 500 companies globally

• In India we work with organizations across sectors and industries including IT, Telecom, Consultancy, Consumer Durables

Training delivery capabilitiesThrough our researchers, world-renowned authors, consultants, coaches, and delivery team, we have the capacity to deliver on the largest projects, while retaining an intimate, hands-on approach.

Scope of BusinessBlanchard offers consulting, training, and coaching services for managers and leaders. Our offerings include individual, team, and organizational leadership development solutions. As the innovator of the world’s most widely used leadership model, SLII® we offer proven programs based on current research and the latest thinking from our expert consulting network.

Key services offered include:• Customer service development.• Executive coaching• One-to-one coaching• Classroom, virtual, blended solutions• Public workshops• Training for Trainers• Keynote speakers

• Inclass training solutions • Continous online Learning solutions • Performance management systems• Custom design and development.• Organization values and visioning• Diagnostics and assessments• Impact mapping and goal alignment

2.

3.

4.

5.

1.Key differentiators

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LEADERSHIP IS A JOURNEY.Having an experienced guide can make all the difference.

Create a shared language of leadership within an organization

Upcoming Public Programs:

Blanchard Research and Training India LLP. A-203, Iris Tech Park, Sohna Road,Sector - 48, Gurgaon- 122018, Haryana. Tel: 0124 4511970

Call 18001021345 Email [email protected] www.blanchardinternational.co.inVisitContact us for open program details/ corporate solutions / other Blanchard offerings

Situational Leadership II® - 9th-10th May - ChennaiLegendary Customer Service - 17th May - GurgaonBuilding High Performing Teams - 30th-31st May - MumbaiCore Leadership Skills - 7th June - Gurgaon

Self One to One Team Organisation

Name of Company: MindTickleProfile of client: Multinational companies, large and medium sized Indian companies that employ knowledge workersBuyers profile: Leaders and decision mak-ers in HR, Sales, Marketing, Product and L&D teamsTraining delivery capabilities: Online delivery that combines the benefits of social learning and gamification with the power of cloud and mobilityTraining specialization: Pre-join and post-joining new hire training, policy training, sales training, product training, customer service training, channel/partner training and customer trainingOther services: Employee Engagement

Key Differentiators: MindTickle is a web-based learning platform that combines the power of “social learning” and “gamification” to make any enterprise training efficient and effective. With thou-sands of users from marquee customers including SAP, Yahoo!, InMobi and MakeMy-Trip to name a few, MindTickle was voted #1 in the category – “Best use of gamification in Enterprise” in 2012, and judged #1 in the category – “Best use of gamification in HR” in 2013 at the Gamification Summit, San Francisco. MindTickle makes the learning experiences extremely appealing and inter-esting for the new generation employees, plus MindTickle’s convenient cloud solution makes it really easy to get started.

The key benefits of MindTickle are:1. Increase learner engagement by 200-300%

2. Cut training costs and time by more than 50%3. Detailed analytics and reports help track ROI4. Ability to update content in real-time through an intuitive web-based interface5. Turnkey execution and 24/7 support Pricing: Per-user license fee - that reduces with reduces with increasing volumeTestimonial/Referrals:

Very pleased with the results, and look forward to more of such opportunities. We worked with MindTickle on gamifying SAP’s strategy and industry knowledge training. The response and adoption of MindTickle employee engagement activities platform has been overwhelming!! It is rare to witness 90% adoption of any web based training product, but MindTickle has demonstrated that at SAP Labs India. - MD, SAP Labs

MindTickle has given InMobi a big leap ahead in terms of our new employee orientation process. We find the MindTickle team to be resourceful, attuned to our needs and willing to constantly improve their client’s experi-ence. We strongly recommend them. – Head, HR, InMobi

We have been using MindTickle’s AllAboard product for conducting new employee ori-entation over iPads. Our new hires love the interactivity of the MindTickle platform, and the admin functionality makes it very easy for us to manage the whole process. We are very pleased with the results. – Head, Talent Development, MakeMyTrip

ContaCt dEtailS

Contact Details: [email protected], +91 90110 79735 (India, Pune), +1 (973) 400 1717 (US, San Francisco)

www. mindtickle.com


Request a demo at [email protected] or call +1 (973) 400 1717 / +91 9011079735

Platform of choice for over 20,000 users worldwide

Secure online platform for employee learning and engagement

Trusted by Fortune 500 companies such as SAP, Yahoo! & Vodafone

Awarded winner (for best use of gamification in Enterprise/HR) at

GSummit 2012 and 2013, San Francisco

gamified

social

learning

www.mindtickle.com







gamified

social

learning

www.mindtickle.com







gamified

social

learning

www.mindtickle.com

Here lies our uniqueness.

We and

We

up into

We with

you that are

don’t have set ideas fix-it

solutions.don’t box you

an existing program

co-create offerings

customized to meet YOUR needs.

Well it’s really simpleWe address this at 3 levels: Personal DevelopmentLeadership Development

And Organizational Development

We also ,

to develop cultures of trust, innovation, joyful high performance & continual learning.

work at organizational level

Companies Often ask us”How can we

pipeline of leaders?” ”Can we invigorate their

teams to dissolve silos and work

together?”“HOW can we have AN

innovative and agile organization...”

create A

This is the business world.Its fast.its growing.Its Changing like never before And at its rootsis the power of the people

We have

We use a set of powerful

Experiential learning tools.

We also use creative methodologies to make

learning fun.

an accredited team of experienced

Consultants, Coaches & Facilitators.

Conversation

Cafe@Pragati

leadership

See this person here? connect with

his and

We help himhighest inner

potential unleash his capacity to be an

effective leader

How do you that?

do

Sparked individuals like him, with their minds on fire, think differently

and collaborate to form the strongest teams. We help catalyse

these great teams.

Personal Development

AND

How do we do that?

Leadership Development

Yes we can !30 years,

600 organizations 25 countries

For nearly we’ve partnered with over

across To do just that.

...thats ALL fineCan you help us to craft

our really

L&D agenda in line with our business goals?

WOW! that’s nice!Can you explain

how this will “ACTUALLY” work for my needs?

Asleep towho I

really am Sharing my gifts

InnovationHigh

Performance

Highest Inner

Potential

Self LimitingBenefits

Organisation and team Development

Align all stake-holders in the organization to a shared vision and values

Develop and implement HR processes to prepare the organizational talent pool for the future.

Ensure a well-bonded and energised workforce that collaborates for breakthrough results

Nuture the career path of an employee towards greater leadership responsibilty

Enhance the capabilities of leaders to coach and develop other leaders

Build the depth and quality of leaders for sustained growth.

Become an energised, engaged and aligned organisation that is future-ready.

Sub NeedMain Need

Enhance the organizations engagement, vitality resilience, innovation & learning

Identify and transformfrom high potential leaders into agents of learning & change

01Organizational Development

Develop Leaders who innovate, inspire, excel and enhance performance

Develop a pipeline of Wholesome leaders for sustainable growth of the business

Equip Managers with coaching skills to develop people for excellence

Provide individualised coaching support for leaders to develop and grow

Equip Employees withattitudes and skills to be effective on the job

Create a team of internationally certified trainers and inspiring facilitators

Improve Facilitation & change management skills of existing internal trainers

Prepares a team of coaches for International Coach Federation (ICF)- Certification

02LeadershipDevelopment

Build individual capabilities for personal excellence.

PersonalDevelopment

Solution by levelsExecutive

LevelJunior Level

ManagerMiddle Level

ManagerSenior level

Manager

Creating Organisation DNA (Vision, Mission & Values)

Strategic HR consulting & implementation

TMEnergized Learning Organisation (ELO)

i-Catalyst

PersonalEffectivenessProgram (PEP)

Manager of Managers

(MOM)

First Time Managers

(FTM)

Leadership Development Program (LDP)

Wholesome LeadershipTMDevelopment Process

WLDP

Developing People for Excellence (DPE)

Executive Coaching

Manager as a Coach

Business Communication Skills

Conflict Management Skills

Negotiation Skills

Influencing Skills

Time Management Skills

Making Impactful Presentations

Emotional intelligence Program

Developing Executive Presence

Inspiring Facilitator(INIFAC- Certified

Train-the Trainer Program)

TM

Advanced FacilitationSkills

Pragati-FastTrack TMCoaching Program

Develop Soft Skills

Bonding for Greatness

(BFG)

EffectiveProject Teams

(EPT)

TMEnjoying Challenges Together (ECT)

Creating Involved Employees (CIE)

Campus to CorporateProgram

03 Communication Skills

To find out more about a particular solution’s architecture, timelines and investment, logon to our website:

www.pragatileadership.com or call 020 66462900

Want to know more about how we can align your L&D needs to your

business goals?CHECK THIS

out....

Pune Mumbai Delhi-NCR Kolkata Bangalore

Align all stake-holders in the organization to a shared vision and values

Develop and implement HR processes to prepare the organizational talent pool for the future.

Ensure a well-bonded and energised workforce that collaborates for breakthrough results

Nuture the career path of an employee towards greater leadership responsibilty

Enhance the capabilities of leaders to coach and develop other leaders

Build the depth and quality of leaders for sustained growth.

Become an energised, engaged and aligned organisation that is future-ready.

Sub NeedMain Need

Enhance the organizations engagement, vitality resilience, innovation & learning

Identify and transformfrom high potential leaders into agents of learning & change

01Organizational Development

Develop Leaders who innovate, inspire, excel and enhance performance

Develop a pipeline of Wholesome leaders for sustainable growth of the business

Equip Managers with coaching skills to develop people for excellence

Provide individualised coaching support for leaders to develop and grow

Equip Employees withattitudes and skills to be effective on the job

Create a team of internationally certified trainers and inspiring facilitators

Improve Facilitation & change management skills of existing internal trainers

Prepares a team of coaches for International Coach Federation (ICF)- Certification

02LeadershipDevelopment

Build individual capabilities for personal excellence.

PersonalDevelopment

Solution by levelsExecutive

LevelJunior Level

ManagerMiddle Level

ManagerSenior level

Manager

Creating Organisation DNA (Vision, Mission & Values)

Strategic HR consulting & implementation

TMEnergized Learning Organisation (ELO)

i-Catalyst

PersonalEffectivenessProgram (PEP)

Manager of Managers

(MOM)

First Time Managers

(FTM)

Leadership Development Program (LDP)

Wholesome LeadershipTMDevelopment Process

WLDP

Developing People for Excellence (DPE)

Executive Coaching

Manager as a Coach

Business Communication Skills

Conflict Management Skills

Negotiation Skills

Influencing Skills

Time Management Skills

Making Impactful Presentations

Emotional intelligence Program

Developing Executive Presence

Inspiring Facilitator(INIFAC- Certified

Train-the Trainer Program)

TM

Advanced FacilitationSkills

Pragati-FastTrack TMCoaching Program

Develop Soft Skills

Bonding for Greatness

(BFG)

EffectiveProject Teams

(EPT)

TMEnjoying Challenges Together (ECT)

Creating Involved Employees (CIE)

Campus to CorporateProgram

03 Communication Skills

To find out more about a particular solution’s architecture, timelines and investment, logon to our website:

www.pragatileadership.com or call 020 66462900

Want to know more about how we can align your L&D needs to your

business goals?CHECK THIS

out....

Pune Mumbai Delhi-NCR Kolkata Bangalore

In our quest to provide specialized offerings, an interesting alliance has

been established between euphoria consulting and Strategic Action

Group from Canada.

Euphoria Consulting has been into Organizational development space for

last 8 years in India region. Their long term partnership approach has

helped them to emerge as a very unique consulting organization. They

have been associated with more than 100 Indian as well as Multi National

Companies in their development and change management initiatives.

Strategic Action Group, Ltd. has been working with organizations since

1991 on the establishment of integrated talent management systems that

are unique to the client’s working environment and business plan.

Strategic Action Group, Ltd. has worked with clients around the globe on

creating human management activities that are focused on respecting the

legacy of the culture while, at the same time, enhancing the capability of

the company to meet the strategic business plan.

Our clients' success is why Strategic Action Group has become one of the

most sought after Human Resources Development firms in Canada and

the U.S.

Shall look forward for your continuous support and encouragement.

Thankfully yours,

With our spirit to “Collaborate / Co – create / Co – own”

Ashish Patel

Founder, Euphoria Consulting

David Cohen

Founder, Strategic Action Group Strategic Action Group Ltd.

In collaboration, euphoria

Consulting and Strategic

Action Group will be involved

in different Organizational

Development projects in the

India region.

In the similar arrangement,

Ashish Patel – founder of

euphoria Consulting will

participate with Dr. Cohen in

developmental projects in

Asia Region.

This new association would

help us to serve our clientele

with global perspective.

“Collaborate / Co - create / Co - own”

We are glad to share that euphoria Consulting and

Strategic Action Group are collaborating for their

unique offerings in Organizational Development

Space.

www.euphoriaindia.com

[email protected]

Cell: +91-97696 25444 | +91- 98197 58582

www.sagltd.com

[email protected]

Tel: +1-416.650.9786 | Fax: +1-416.650.0389

Help you to pick the best for your company...

www.euphoriaindia.com

[email protected]

Our OfferingsOrganizational Diagnostic Study

Business Transformation

Executive Coaching & Mentoring

Leadership Mapping

Strategy Definition, Mapping &

Implementation

euphoria is an organizational development and business transformation consult ing f i rm.

Our endeavour is to be an integral part of the various organizational development initiatives aligning them with the strategic business goals of the client system.

We have been associated with various client Organizations/Service Institutions for their business growth and transformational processes.

Our consulting team brings a unique role-mix of academics, corporate leaders and practice specialist.

Cell: 97696 25444, 98197 58582MUMBAI

AHMEDABAD Cell: 98240 50602

May supplement

Documents

Transcript of May supplement