CASE
STUDIES

The Situation

The organization is a diversified global financial services company that is headquartered in New York. The company is best known for its credit cardcharge card, and traveller’s cheque businesses and one of the top 30 Most Admired Companies in the World.

The organization is based out of four major cities in India, where back office operations are taken care of.  The client had recently grown significantly in both grown in size and complexity. A large number of new hires had come into the system and many people had moved into higher roles to manage the ramp up.

The complexity

The steep ramp up meant that more people had to be trained for doing the operations and many others were required to be trained on doing their new roles. All this had to be done consistently over a period with great efficiency and effectiveness.  To do this the internal training team needed to do training on both process and other behavioural skills.

Most of the trainers in the training team were internal hires. They had good communication/ presentation skills and keen on becoming trainers but were not from the training/ HR domain nor trained on the science and art of training and development. The organization wanted to ensure that the investment being made on training and developing these employees were giving the desired results in the best possible manner.

One of the biggest pivots for this was to ensure that the trainers were adequately skilled to deliver the training in an effective manner to ensure learning among the participants. The other was to re look at the design of some of the key programs and make them more efficient in terms of ensuring learning and the program duration.

The solution

The organization invited Vyaktitva to partner with them to help meet these objectives. Vyaktitva used the ADDIE[1] model for the intervention and begun by conducting a detailed Analysis – talking to hiring managers, participants, training team, business and HR leaders to excavate the true learning and performance gap and opportunities. Based on the Analysis, Vyaktitva recommended and designed a ‘Learn + Do’ intervention.

It involved the trainers to attend the customized intensive ‘Big Ticket’ program of Vyaktitva on Instructional Design and Facilitation Skills. This program was spread across 5 weeks and conducted 1 day a week. Teams of trainers were created, and each team was given one of the key programs to re-design. Each session focused on an aspect of Instructional Design which the trainers learned about during the session and during the week used on their real-life project/program. This was presented and discussed in the next session and feedback was given by the instructor and the other participants. The instructor was also available to each team during the week for more focused coaching on the project.

The final presentations/mock sessions were made to an internal Learning and Development team who along with the instructor evaluated the participants on the detailed competency indicators of Instructional Design and Facilitation Skills. Participants who qualified were certified and felicitated at an organization ceremony.

The Organizational Impact

  • Better Designs = more learning + less training duration: The intervention ensured that all the key programs were revamped to become better instructionally designed and thus ensuring better learning. Better designs also enabled the organization to cut down the duration of some of the programs leading to huge savings.
  • Better Delivery of Training = more learning + less attrition during training: The organizational competence on training delivery leapfrogged with all the trainers getting certified leading to more impactful training, better management of participants’ learning needs.
  • Common framework of training design = better future interventions: A shared understanding of the principles of people development, common framework, templates and vocabulary was established in the organizations which help ensure that all future interventions were of a certain standard and quality. This would ensure the sustainability and long-term impact.

[1] Analysis, Design, Development, Implementation & Evaluation

The Situation

A BPO client of Vyaktitva was a pioneer in the industry. The BPO industry was young and dynamic. It grew at a rapid rate in its initial years; this resulted in a lot of learning, standardization of systems but also brought with it a set of challenges.

The complexity

Rapid growth and attrition had resulted in a lot of young associates / agents getting promoted to the team leader role very quickly. Their teams typically consisted of 12-15 associates in the age group of 20-27 yrs.; at times some of the team leaders had team members who were more experienced and older than them. The client was facing a lot of attrition within these teams which was also impacting business. Vyaktitva was invited to come in and design an intervention that addressed attrition.

The Engagement

As a part of the ADDIE process Vyaktitva met a cross section of stakeholders to identify the real cause of attrition.

The analysis clearly indicated that the team leaders were young and did not possess either the experience or the skills to handle the people related issues of their teams. Detailed analysis around some key indicators further revealed that the team leader was specifically unable to understand the aspirations of his team members.

The team members expected their team leader to understand their aspirations and help them achieve their potential. This was a key skill required in team leaders that was leading to attrition.

Vyaktitva realized that building skills that helped team leaders identify team member aspirations and address them needed to be a process; looking at it as a one off training program would not give the desired results. Vyaktitva designed an intervention that built these skills as a process.

The Intervention

The intervention started with pre-work that the participants were required to complete over 2 weeks. The team leaders had to follow a pre-defined process and work along with their team members to complete this pre-work. The pre-work formed a part of the workshop; during the 3 days of the workshop participants applied learnings from each session through a customised tool called the “Real World Connect Document”

Each participant could therefore apply learning on the floor.

The workshop also required participants to take targets on controlling attrition. They were required to share the “Real World Connect Document” with their supervisors; the attrition control targets and action plans were discussed before being signed off by the team leader and supervisor.

The post training process also had two check points that assessed progress against interim milestones. The first check point was assessed after fifteen days and the second after forty-five days. Team leaders were certified only if they had managed to achieve their attrition control targets.

Impact

The teams and processes that went through the intervention showed dramatic drop in attrition.

The ability to understand team member aspirations and address them contributed to the organizations ability to manage attrition.      



Situation

The organization is one of the world’s largest financial institutions, serving individual consumers, small and middle market businesses and large corporations with a full range of banking, investing, asset management and other financial and risk-management products and services.

In India they are based out of four major cities from which business processes and IT processes are delivered to the US organization.

Over the last five years the client has grown in size and complexity – hiring a large number of employees to meet its business needs.

The Complexity

The organization was facing an issue where recruiters and hiring managers were not in the same page and the quality of hiring was quite patchy.

The organization realized that it needed to standardize the process as well as get the recruiters and hiring managers to do better quality of interviewing.

The Engagement

The organization chose to partner with Vyaktitva to help them think through the solution. Vyaktitva consultants as part of the ADDIE model – conducted Analysis, interviewing hiring managers, recruiters, business leaders and HR leaders to find the true learning and performance gap.

After conducting the Analysis, Vyaktitva came to the conclusion that the hiring managers and recruiters needed to be on the same page as far as the process of staffing was concerned, and also to clarify their specific roles in the process and which areas they would interview candidates on.

Vyaktitva designed and developed the intervention.  The focus was making people skilled in using Competency Based Interviewing and to clarify issues around the process and give feedback to the organization on the process.

The Intervention

It involved the people going through a learning and doing program, clearing a test, and then conducting a real-life interview using the concepts learned in the intervention, using real world feedback. They also brainstormed on how the organization could improve the process.

Impact

Recruiters and Hiring Managers shared that the process was helpful in interviewing people for high impact roles.

Eventually around 75 people who cleared the program were awarded certificates in being able to use Competency Based Interviewing.

The organization also listened to the feedback and inculcated the feedback of the employees from the training program as a process improvement in the Staffing process.

We are engaged in developing the Shared Leadership for the Legal team of a large media company. This is a highly successful group of very talented leaders, however there was a need to further unleash the potential and take the team on a transformation journey. There was a focus on the team leadership as well as strengthening each leader in their own capability.

The Long-term Intervention Objectives are:

  1. To Design the organization which will help transform it to the new growth curve & enable the achievement of its Aspirations / Vision
    1. By assessing the current state and identifying the gaps
    2. By creating a roadmap for creating the enabling organization
    3. Identifying interdependencies
    4. By governing the execution and making course corrections
  2. To create a Shared Leadership team which will own and achieve the new curve /aspirations of the org. The team will:
    1. Identify expected Leadership behaviours for the Team
    2. Create/Review forums for authentic dialogues to take place
    3. Have a complete buy in and ownership across functions / wearing the org hat
    4. Do inclusive decision making and problem-solving
    5. Collaborate and see the bigger picture – Joint involvement for creating and implementing strategic direction with shared goals, also discuss Org issues – business results, Value breaches, ESS/GPTW reports etc.
    6. Be a team of equals which will (with the right intent) debate, discuss, challenge, question, push back each other for org issues, get and give regular feedback to each other on Leadership behaviours and developmental areas
    7. Regularly run processes that will release negative energy and increase positive energy in the group.
    8. Learn to handle conflicts well.

 

This was accomplished through a leadership journey which is spread across a year with a 2-day touch point every 6-8 weeks.

START A PROJECT, SCHEDULE A TALK OR JUST SAY HELLO

F-301-A 2ND FLOOR CH. HIIMMAT SINGH MARG
LADO SARAI, NEW DELHI, 110030
P 011 40504278/79