Gain leaders’ trust to sharpen the
human capital agenda
Understand business imperatives,
connect people initiatives
Navigate across contexts to create
tangible impact
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Registration
E-Learnings
Online Discussion
Learning Lab
Assignment
Comprehensive
Assessment
Management Change
Organization Change
Intrapreneurship
Change
Objective
Change
Strategy
Change
Impact
Economics
Competition
Globalization
Legislation
Demographics
Technology
Digital Economy, Shared
Economy, GST Bill
US and China relationship,
Industry Convergence
Artificial Intelligence,
Internet of Things (IoT)
Emergence of Africa,
Multipolar world, Oil prices
Climate Change, Migration
laws in the US
Urbanization, Millennial
workforce
Change Management is the structured process that guides how we lead the people side
of change in order to achieve a desired outcome. Effective change management
recognizes that change occurs at two levels:
At the individual level:
Understanding and managing your
own reactions to change.
Supporting others in their
understanding, readiness, and
adoption to change
At the organization level: A set of tools, templates, and
resources for projects to drive
effective change. A core
competency for all colleagues to
become catalysts for change
Resistance
Over-
Confidence
Disengagement
“Valley of Despair”
Letting Go
Testing
Rationalizing
Integrating
En
ga
ge
me
nt
Le
ve
l
Time
Individual’s typical journey
with effective change
management
The Individual Change Curve is and as colleagues learn and
grow through the change event. Change Management helps minimize the depth
and duration of disengagement and accelerate the value of your change initiatives.
“How to think about it” “How to do it”
Provides a model to help you think about
colleagues’ common responses to change
so you can assess needs and plan for
change appropriately.
Provides the structured approach to
facilitate the planning and execution of
change.
Corporate
Transactions
Business
Transformation
Function
Transformation Restructuring
Workforce
Strategies
Program
Implementation
Leadership Stakeholder
Management Communication Measurement
Organizational
Structure
Staffing
Capability &
Capacity
Policy &
Processes
Rewards &
Performance
Build Momentum Enable Change
THE HOW:
Organizations enable
individual change
by focusing on
eight common levers
THE DESIRED
RESULT:
Changing behavior
requires addressing
four common
employee responses
THE WHAT:
Organizations
face different
types of
change
Understanding Emotion Ability Intent
Understand the
change management
efforts and
associated timing to
plan the work
Support project/
change stabilization
and transfer
knowledge
Develop and deliver
stakeholder
interventions to create
an agile
organizational culture
Determine best
change interventions
for impacted
stakeholders
Sustain Enable Engage Plan
Focused on enabling key stakeholder groups,
assessing readiness, delivering
communication and training
Focused on identifying what is changing, for
whom, and the plans to engage and prepare
the organization
Online Learning Modules* Online Discussion Boards*
Learning journey spanning across four contact classes and a comprehensive online assessment
Day 1 Day 2 Assessment
*Active for one year
Enable
Culture
Plan for
Success
Uncover
Change
Sustain
Impact
Final
Assessment
Engage
Stakeholders
E-Learnings
Online Discussion
Class Participation
Assignments
Final Assessment
• Final Assessment can only be taken
after attending all five modules
• Minimum 50% is required in the final
assessment
• At least 50% aggregate score is required to
complete the certification
Objectives
Outcomes
• Understand impact of mega trends and disruptions on the
organization; classify different types of change
• Get an overview of the psychology of change and understand
different forms of change resistors
• Navigate organization change by understanding competencies to
become change catalysts
• Determine the business case for change by clearly articulating
benefits
• Understand how to identify big changes and prepare
for them
• Understand the impact of the VUCA world on change
management efforts
• Have a deep understanding of change and
accompanying difficulties and challenges
• Develop influencing strategy for stakeholders
Uncover Change
Make a business case for change
Objectives
Outcomes
• Define guiding principles on change management as per the
future state vision
• Identify business sponsors and understand risks
• Conduct change impact analysis for key stakeholder groups
and influencers
• Create project plan and kick-off the change management team
• Get business buy-in on the change roadmap
• Develop a governance structure to ensure clarity of
roles and responsibilities
• Define integration approach for different work
streams
• Set a change measurement process and configure
right metrics
Plan for Success
Assess impact and readiness for change
Objectives
Outcomes
• Assess the change readiness of individuals and the
organization as a whole
• Understand the support required by various stakeholder groups
in order to play their role in the change management process
• Develop and deliver targeted communications to stakeholders
and incorporate feedback
• Develop and refine an integrated approach addressing
specific change needs
• Emerge as leaders confidante on managing change
• Identify and mobilize HR and business change network
Engage Stakeholders
Determine the best change interventions
Objectives
Outcomes
• Create a support structure through people policies and systems
to facilitate change adoption
• Identify and plan for the capability gaps in workforce to bring
desired results
• Create flexible plans based to ensure success of change
management
• Bring out key messages to target audience to ensure
adoption of change
• Learn to leverage the impact of change networks
• Enable mechanisms for two-way feedback to
determine effectiveness
Enable Culture
Manage critical strategic initiatives
Objectives
Outcomes
• Understand the need to make change stick in the organization
• Identify challenges to sustaining change in the long-term
• Conduct regular listening interventions to ensure stakeholder
adoption
• Understand the characteristics of an agile organization
• Provide support during change effort stabilization
period
• Measure and monitor business adoption and support
continuous improvement
• Develop mechanisms to sustain desired behaviors
Sustain Impact
Accelerate stabilization
Anandorup Ghose leads Aon Hewitt’s Rewards practice for
South Asia. Prior to this role, he managed several client
relationships in the Middle East, Asia Pacific and India in the
areas of executive compensation design and benchmarking,
long term incentive plan design, sales incentive plan design,
governance structure definition, remuneration committee
advisory etc.
Moreover, he has also worked on some large scale merger
integration projects with clients in the region, primarily in the
field of telecom, financial services and oil and gas. His key
clients include the Aditya Birla Group, Mahindra, Genpact and
Tata Consultancy Services.
Anandorup is a regular speaker at several executive
compensation forums in industry associations such as All India
Management Association, FICCI, and Anchorage Society for
Human Resource Management.
He is ardent reader of the Economist and whenever time
permits he loves to travel and experience new cultures.
Anandorup Ghosh
Dean,
Aon Hewitt
Learning Center
Anandorup's Mantra
Culture eats strategy
over breakfast
Peter Drucker
Ajith leads the delivery of Aon Hewitt’s Engagement & Culture
Practice nationally. He is instrumental in ensuring that Aon
Hewitt’s delivery is always cutting edge and is consistently
finding new levels of quality and depth of advisory.
Ajith has worked extensively with Senior Leadership teams
across India and in the APAC region in shaping organizational
thinking and actions on engagement. and culture. His
experience spans sectors ranging from BFSI (NBFCs,
Insurance, Mutual Funds, Banking), Pharma, FMCG,
Engineering and Manufacturing. Ajith has leveraged his
experience of both the consumer and employee dynamics to
work on frameworks that tangibly link the two, while employing
analytics to explain effective business linkage. A certified
Strengths performance coach, Ajith has advised Senior
Leaders in enhancing their own effectiveness to personal and
organizational advantage.
Ajith writes extensively in leading HR publications and is a
guest speaker at industry forums such as CII and SHRM. He is
an Electronics Engineer with a post graduation from Narsee
Monjee Institute of Management Studies (NMIMS).
Ajith Nair
Leader,
Engagement and
Culture
Ajith’s Mantra
Truly engaging
organizations help
employees find a purpose
and empower them to live
it everyday!
Self
Saurabh is a Senior Consultant at Aon Hewitt and in his
current role manages the Engagement practice in North India.
In his close to 10 years of experience, he has worked with
organizations on helping them better leverage their people
resources for achieving superior business outcomes.
Saurabh has partnered with client organizations to help them
create a highly engaged and productive workplace, articulate
and activate their organizational values, enable a compelling
employer brand, and further leadership and managerial
capability. He has worked across sectors and geographies
(India, Middle East, Europe, US and South East Asia).
He draws on his professional and academic experience to
bring forth a view that is aligned to business priorities and
creates maximum positive impact for individuals, teams and
organizations as a whole.
Prior to joining Aon Hewitt, Saurabh has worked with People in
Business, Gallup & HCL Technologies. Saurabh holds dual
masters, with specialization in Management & Organizational
Analysis from the University of Warwick, United Kingdom and
an MBA in Marketing & Systems from the International
Management Institute, New Delhi.
Saurabh Gahrotra
Senior Consultant,
Engagement and
Culture
Saurabh’s Mantra
There is no substitute
for hard work
Thomas Edison
Sankalp is an experienced consulting professional with more
than 12 years of experience (10 plus in HR consulting with Aon
Hewitt, Accenture Strategy and Mercer Consulting and the
balance in a APAC wide Total Rewards role with Baxter
Healthcare). He has a specialization in organization
effectiveness, leadership development, and HR merger
management, with experience in India and in the larger Asia
Pacific region.
At Aon Hewitt, he leads the leadership development sub
practice nationally and works with clients on organization
effectiveness and talent/leadership development related
interventions. He works primarily with large business houses
on designing, implementing, sustaining and measuring RoI
from group wide programs.
Sankalp is a certified Hogan assessor and coach. Some of his
key clients include - Ashland Inc, Aditya Birla Group, BAE
Systems, Birla Tyres, Cairn Energy, Celestica, HDFC Bank,
Max Group, Microsoft, Mylan Laboratories, Patni Computers,
Renesas Electronics, SMS Siemag, Tata Communications,
Tata Motors, Fuji Xerox and Vedanta Resources.
Sankalp has a Masters degree in Economics from the Delhi
School of Economics.
Sankalp Mohanty
Leader,
Aon Hewitt
Knowledge Center
Sankalp’s Mantra
Innovation distinguishes
between a leader and
a follower
Steve Jobs
Pritish manages the Aon Hewitt Learning Center (AHLC)
portfolio. In his role, he directly leads the business operations,
sales and go-to market strategy for AHLC. He also supports
content creation initiatives for various priority modules in HR
and manager capability. He enjoys facilitation and often leads
public programs for AHLC, apart from facilitator capability
building initiatives.
In his new role, Pritish also helps drive the commercial
strategy of the consulting business by focusing on new
business incubation. He also leads the Aon Hewitt Knowledge
Center, that drives the sales excellence and knowledge
management agenda of the organization.
Pritish has actively contributed to Aon Hewitt’s flagship
research: Top Companies for Leaders and Best Employers.
He has published articles such as Engaged Leaders Drive
Engagement and Best Practices in Global Mobility. In his
earlier role, he was a part of a regional team which designed
the Best Employers 2.0 framework.
Pritish Gandhi
Leader,
Aon Hewitt Learning
Center
Pritish’s Mantra
We shape our buildings;
thereafter they shape us
Winston Churchill
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Change Management
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