Engineers India Limited saw a 240% increase in turnover from 2007 to 2012. It has over 3,300 employees, most of whom are technically qualified. EIL has various training and development programs, including its leadership development program called AAROHAN. AAROHAN aims to develop leaders from within EIL to support its existing business needs and future growth plans, as well as strengthen organizational capabilities. The program provides insights into leadership and uses action learning projects to improve areas like teamwork, individual growth, and strategic thinking among participants. Graduates of the program now lead critical change management and cross-functional initiatives across EIL.

1. AAROHAN
Leadership Development
Programme at Engineers
India Limited
Group 10
D K Mishra
M Penchal Reddy
Raghvendra
M V S Shoban Babu1

2. Turnover: 2007 – 738 Crores
2012 - 2506 Crores
240% jump in 5 Year
Employees : 3370
Technically Qualified: 2950
Attrition rate: 3.11% (2012)

3. Training and Development at EIL
Competency based HR systems for Development, Selection &
Career Progression
Soft Skills Development Programme
Advanced Management Programmes
Leadership Development Programmes - AAROHAN
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4. Objectives of the Programme
•Developing Leaders from
within the organization for the
existing business needs and
future growth plan
•Strengthening Organizational
capabilities to sustain EIL
growth aspiration
•Enabling
sustainable
leadership development at EIL

5. Three powerful insights into leadership
development
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7. Can the same programme be replicated for
Early-stage high potentials?
CMD
from GAIL
Dir Finance
Dir. HR
SAIL
ONGC
Pre-requisites
Overall view on Company critical business issues
Knowledge on all verticals of Business lines
Programme is made to groom senior level executes to
support its Growth Agenda.
Aspiration of early-stage high potentials after this
programme may go high and the company promotion
policies may not support their expectation
Challenges in implementing this programme

8. Benefits
Improvements in teamwork, individual growth, communication skills
and strategic thinking
Action learning projects, approximately 50 completed to date, have
led to substantial improvements in the areas of
systems, processes, technology and people capabilities.
The participants of the program have now become the first point of
reference for critical change management and cross functional
initiatives.
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