Our client is a reputed MNC Group with global presence and 125 years of glorious history in the business of energy optimization, environmental protection and food production through technological leadership in heat transfer, separation and fluid handling. The group employs more than 12000 employees across 100 countries. The Indian operations of the group have a turnover of Rs. 1500 Crores with over 1200 employees working at various locations in India.

Business Challenge:

• Protecting organizational core competencies and competitive edge by reducing attrition of critical talent
• Developing objective criteria and scientific yet humane methodology for taking career decisions in alignment with business strategy and employee aspirations.
• Reducing chances of errors in promotions / career decisions thereby avoiding opportunity loss, employee demotivation, attrition and unhealthy impact on organizational culture.
• Developing sufficient pool of internal talent which is not just technically proficient but also possesses the strategic and leadership competencies necessary for top managerial positions.
• Avoiding clogging of leadership pipe line that may result in creating impediment to company's future expansion plans and attrition at middle levels.
• Building a globally adaptable model which addresses the challenges of Indian operations yet is scalable and suitable to address all the above issues of global operations spread in around 100 countries.

CerveauSys Initiative

• Conducted an organizational Diagnosis by meeting key stakeholders (local/global), analysing vision, mission, values, organizational strategies, organization structure, key business challenges, critical competencies for future growth and relevant HR processes.
• Identified critical roles in the organization, nature of their contribution to business and formulated detailed job descriptions.
• Segregated these roles in to various job families and defined key competencies required to excel in such roles from the current and futuristic strategy aligned parameters.
• Prepared an inventory of total roles along with key criteria (Qualification, organizational career history, technical/functional skills and leadership competencies) for selection, promotion or lateral movement in such roles.
• Established a model of logical vertical and horizontal career paths for each of these roles while focusing on nurturing organizational core competencies and creating internal leaders for future expansions.
• Designed 4 Dimensional career planning model that is appropriately balanced to avoid the biases and concentration of career decision powers at single organizational point.
• Deployed the model on a group of 40 key senior managers by evaluating them (using various methods including psychometric assessments) on the scientifically designed criteria for their suitability for the proposed most logical vertical and lateral future career roles.
• Prepared detailed assessment report (containing assessment scores, competency feedback, professional development recommendations, possibilities and tentative duration required for moving in propose career roles) for each of the assessed employee.
• Prepared detailed process manual containing overall philosophy underlying the career planning process, guidelines for global adaptation, model presentation ppts, process flow charts and relevant formats.
• Conducted process training meetings/group sessions to coach key internal stakeholders (HR and Top Executives) on the proper implementation of career planning model at local and global locations.

Results

• The organization could retain critical talent by sharing clear career paths and developmental feedback through a transparent and scientific process.
• The organization could identify internal leaders that are ready for next level roles at local and global locations and deployed them on new projects/ expansion plans.
• The organization could identify low potential employees and developed appropriate strategies to redeploy them based on recommendations in the report and other humane considerations.
• The India unit received acknowledgement for pioneering a career planning model with a "think global act local" philosophy and model is taken forward for global deployment.