Client Case Studies

  1. Big Five Consulting Company
  2. Mid-size European Cosmetics company
  3. Mid-size eLearning Solutions provider
  4. Technology subsidiary of US Investment Bank

 

Global 'Big Five' consulting company

Challenge: Institutionalising global development framework

Our Solution: UHP™-guided training achieved dramatic results. Alignment and clarity at the top, performance boosted throughout.

A leading Big Five Consulting company commissioned us for a range of services targeted at institutionalising its global development framework.

Key Success Factors

  • Facilitating the Practice (Partner) Level Objective setting
  • Creating Team Leader level Role and Objective
  • Getting the team buy-in and understanding
Methodology

To arrive at the UHP for it, we drilled down to the organisation’s primary need, through a Needs Assessment questionnaire. The results indicated that the company was excellence driven and needed a solution that would make its employees the best in the industry.

We then created a training calendar that embodied this basic need, without losing sight of time optimisation. A sampler of the training sessions – intellectual property rights, FEMA, how to work long hours, how to sustain energy levels beyond office hours.

Results

The results were dramatic. Increased synchronisation of efforts at different management levels, role clarity, alignment of expectation – aspiration attitudes at the top management level. More importantly, we infused excitement and challenge into the workplace, catalysing increased performance, productivity and a conducive culture.

Mid-sized European cosmetics company

Challenge: Assess business strategy.

Our Solution: The insights gained through UHPTM drove an aggressive training calendar that enhanced leadership, relationship and selling skills.

A mid-size European company dealing in cosmetics recruited us to deploy training modules in order to survey and assess the business strategy of their company.

Key Success Factors

  • Motivation of door-to-door distributors
  • Training of customer support executives
  • Development and redevelopment of product range in terms of R&D
Methodology

In order to address these specific questions and create a unique proposition for them, we developed a questionnaire to identify the company focus. We strive to assess whether the company required a solution that emphasised people, process, performance, R & D or marketing. The findings enabled us to sharpen the company’s focus and concentrate initiatives in the areas of sales, R&D and distributorship.

The next step was to freeze on the type of initiatives to take. A training calendar was set up that catered to the needs and timelines of the company. We conducted training programmes on leadership, selling skills enhancement and helped the company in identifying the trainers for R&D training needs.

Mid-sized e-learning solutions provider

Challenge: Managing change and transition.

Our Solution:UHP™ identified a strong need for attitudinal change. A tightly customised training programme did the rest.

As part of its expansion plans, a mid size e-learning solutions provider recruited us as HR partners to help the organisation manage the transition.

Key Success Factors

  • Structuring and restructuring the organisation
  • Enhancing people productivity and performance
  • Meeting recruitment and other operational challenges
Methodology

Following our UHP, the first step was to identify the company focus. Through a questionnaire we assessed whether the company required a solution that emphasised people, process, performance, R & D or marketing. The findings enabled us to hone in on utilising existent resources more efficiently. Growth, we found, was demanding changes in the attitudes and mindset, starting from the top management downwards. Our brief crystallised on applying change management and performance management systems for the company.

In consultation with the CEO and the COO, Key Performance Drivers for the top management team were identified. The top management team was exposed to these Key Performance Drivers over a period of five to six months.

Since the focus of the company lay in making the workplace a qualitatively better place to work in, it was decided to widen the scope of our initiatives and include all levels of the organisation.

Results

Tangible positive results were achieved in top management attitudinal change. The initiatives came to a successful end when it was found that acceptable level of change had been achieved in the entire organisation.

Technology subsidiary of US investment bank

Challenge 1: Finding the right people.
Challenge 2: Retaining the ones you find.

Our Solution: UHP™-guided intervention slashed recruitment time, boosted retention.

A wholly owned subsidiary of one of the largest American investment banks and pension funds approached us with the problems they were facing in recruiting as well as retaining the right kind of people.

Based in New Delhi, this company was a captive technology development centre for the American company. A year after entering the country, they were facing a twin problem. Finding the right people was a challenge. Also, despite strong brand equity, they were having difficulty retaining the right people. The requirement was unique, as the people required needed a background in software development, technology, as well as knowledge of banking and finance.

Key Success Factors

  • Qualitative and quantitative increase in recruitment and retention
Methodology

We examined and restructured the recruitment procedure. We applied the diagnostic tool of the 7 P’s in UHP and determined that there was a mismatch in the needs and the recruitment practices. While the emphasis was on performance, productivity and processes, recruitment relied on gut feel or attitude. The resulting hires were good and positive but not the right fit for the organisation. We recommended that they overhaul their recruitment and selection process.

We were mandated to do that and created the structure for short listing and selection. We designed and structured a solution that fitted with their P’s philosophy i.e. performance, productivity and processes. This consisted of a written test, group discussion and a two-layered interview process where different dimensions were tested at each layer. We structured the written test to cover technical and functional aspects.