Hoe to build a high performing team.

1. CASE STUDY
EXCELLERATION

2. 1. What are the key objectives/ outcomes defined and/ or achieved for the chosen category given the
current business context?
The primary objectives of the 'Excelleration' initiative were to enhance talent management within the
H&L, aligning it with our current business context where the continuous growth and development of
leaders have become a priority. The key objectives/ outcomes aimed for included:
1. Objectives:
 Identification and Retention of High-Potential Employees
 Competency Mapping for High-Potential Employees
 Identification successors and mitigating the risks of Succession Planning
 Improved Employee Engagement
1. Outcomes:
 Reducing the competency gap of talent based on H&L competencies required as per the vision of H&L
 Enhancing the readiness of identified talent to take up leadership positions in the near future
 Personalized coaching interventions

3. Please describe the key initiatives undertaken in the chosen category that have led to the efficiency and
effectiveness of the select category as well as the overall HR strategy.
Several key initiatives were undertaken to improve the efficiency and effectiveness of talent management
and align with overall HR strategy:
 Competency Assessment & Mapping: Conducted a thorough analysis of current competency levels of
High-potential employees by leveraging diverse assessment tools and simulations.
 Customized Development Program aligned with employee level needs – 'Leadership Incubator' for
emerging leaders, 'BIP (Business Intervention Plan) projects' for hands-on experience, 'Leadership Café'
for knowledge exchange, and self-paced learning modules for continuous development.
 Leadership Coaching Intervention: Established leadership development programs to nurture and prepare
potential leaders within H&L.
 Technology Integration: Utilized a user-friendly interface with clear navigation and intuitive control based
LMS platform for delivering customized self-paced modules. This platform also provides comprehensive
dashboard which captures the journey of the learnings. The same is also being used as a tool to ensure
progress tracking, real-time trend analysis & communication with different stakeholders.

4. What were the people and financial resources required to undertake the above mentioned journey? How did you build business buy-in
for your initiatives?
At the heart of this journey was the endorsement and sponsorship from top management, particularly emanating from the MD's office and
Senior Leadership. The driving force was the high potential employees themselves who were so eager for their development.
The collaboration with external consulting experts played a pivotal role, forming a nucleus for our intervention.
The establishment of a Talent Management Council added a layer of guidance, ensuring that all talent initiatives were aligned with our
organizational objectives. Teams of COE’s , HRBP’s and external partners played a vital role in the design and execution of development
centres, providing coaching for feedback and Individual Development Plan (IDP) formulation, and enabling the leadership development
journey. These teams also provided a diverse of thoughts and opinions.
The strategic imperative of securing business buy-in was accomplished through approach:
1. Early Stakeholder Engagement: Key stakeholders across various departments and leadership levels were actively engaged during the
diagnostics and planning phases. This early involvement ensured a robust alignment with business goals, laying the foundation for a
collective approach.
2. Impact Assessment of Bold Impactful Projects (BIP): A meticulous approach was taken in crafting detailed project charters, specifically
targeting business outcomes aligned with the strategic intent of the organization. This included enabling competitiveness, fostering future
readiness, cultivating a positive work culture, ensuring talent retention, improving productivity, and enhancing organizational agility.
3. Communication Strategy: A comprehensive RACI framework was implemented to effectively communicate the tangible benefits of our
initiative, named 'Excelleration.' This communication reached heads of departments, immediate supervisors, HRBPs, and participants.
Highlighting how 'Excelleration' facilitated both organizational and personal growth. This served to on-board stakeholders as active partners
in the process.

5. 4. Please describe the success metrics/ results achieved
through your interventions.
The success of the initiative was measured through:
 Talent Retention Rate: (Talent vs Overall attrition in last 2
years) Competency Index for Talent:
 Leadership Pipeline Strength: approx.
 No. of positions filled internally:
 Successor Readiness %: NPS % of Employees who
participated in ‘Excelleration’: 56% Engagement score by
Excelleration empoyees as compared to 50% Engagement
Score for other employees

6. Please share your organisations transformational journey with respect to the evolution of the processes and practices specific to the
chosen category.
Our organization's transformational journey has been marked by a very natural evolution across phases. Phase 1, was a pivotal realization,
acknowledging 'potential' as a crucial harbinger of future growth. This paradigm shift saw us move beyond the conventional assessment of
competencies solely for the current role. Instead, we harnessed these assessments to construct a succession pipeline, laying the
foundation for a forward-thinking talent strategy.
Building upon this insight, Phase 2 is witnessing the normalization of this 'initiative' as a key component within the organization. This
involves the seamless integration of performance and talent management processes. To fortify these efforts, corporate and unit-based
Talent Management Councils have been instituted. These councils acting as light houses of guidance are intended to play a pivotal role in
steering our talent endeavours.
Looking ahead to Phase 3, our trajectory would be the integration of talent management processes into the strategic business plans. This
strategic alignment aims to position our organization advantageously amidst emerging business opportunities, fortify existing business
continuity, and foster a culture of renewal and future readiness.
Integral to this transformation is the evolution of our H&L competency framework, aligning it with the shifts in both the business and
talent landscapes. Simultaneously, a comprehensive total rewards approach is being crafted to ring-fence and retain our top-tier talent,
ensuring that our workforce is not only motivated but also deeply connected to our organizational objectives.
We are actively working on elements of culture-building, such as feedback loops, mentoring programs, and coaching initiatives, into the
DNA of our organization. These elements serve as catalysts for sustained growth, fostering an environment where talent flourishes,
innovation thrives, and our organizational culture becomes a driving force in our journey towards excellence.

7. What are the key enablers in ensuring successful change management in your organisations journey towards
achieving defined strategic objectives? Please share specific examples/ case studies.
Key enablers included:
1. Leadership Engagement and Cultural Transformation: Active involvement of top management played a pivotal
role in not only endorsing but also catalysing a cultural paradigm shift towards a dynamic talent management
approach. The leadership's proactive participation not only signified endorsement but also set the tone for a
comprehensive organizational transformation.
2. Ownership of Developmental Journey by the Employee: Adopting an iterative process for emphasising the
importance of Developmental Journeys and enabling the employees to own their growth has manifested much
results in this transformation.
3. Structured Developmental Programs and Effective Communication Strategies: The implementation of
comprehensive training programs tailored for different employee levels served as a cornerstone in the change
management process. Enabling these training sessions with in-depth Leadership Cafes and Incubator sessions
was also much appreciated. These programs, meticulously designed and executed, not only disseminated
essential knowledge but also addressed the diverse needs of participants. The communication strategy
employed, aimed at managing expectations and mitigating concerns amongst the participants.
4. Employee Engagement through Focus Group Discussions (FGDs): An essential enabler was the integration of
employees into the decision-making process through Focus Group Discussions (FGDs). This approach ensured
an inclusive, bottom-up approach to the design and implementation of learning. By actively involving
employees in the design and feedback loops, the organization tapped into valuable insights and perspectives,
fostering a sense of ownership and commitment.