The document discusses best practices for leadership and talent development within organizations, emphasizing the importance of a centralized approach for senior leadership training and the need for a tailored learning and development (L&D) agenda. It highlights factors crucial for successful talent development programs, the significance of a strong onboarding process, and the role of online education in nurturing high performers. Additionally, it points out the need for L&D managers to navigate training delivery options effectively while collaborating with external partners for optimal outcomes.

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4. “Programmes that have a long-term impact on business for senior leadership should be centralised to
retain the consistency in learning.”
Key points to secure organisational leadership confidence in annual L&D agenda:
a)Present business case and the gap impact on the business
b) Engage with leaders in design, delivery measurement process
c) To internally position this as a collaborative process as compared to something being lead/managed
by HR or L&D department and make the entire L&D initiative a strategic process rather than the
transactional running of programmes
d) Show some measurable behaviour change or business impact or both. This approach tends to
engage them better as they see what is in it for them and what is in it for the business.
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Yogesh Sood is Chief Executive Coach, PCC (ICF) and Chairman and Managing
Director Leadership Consulting Pvt Ltd

5. “While efforts are being invested for a sound L&D approach, it is important to boost that investment
with longevity and continuity in sight.”
Three categories of people are to be addressed by the L&D plan
a)High Potentials
b)Solid Managers
c) Ready’ population.
A differentiated approach that balances the needs and expectations of the business, target population,
impact and costs is required. A major tilt towards one of the populations’ has the potential to lead to
disengagement among other populations.
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Anupam Sirbhaiya, Country Manager of Centre for Creative Leadership India

6. “The term – talent development pipeline architecture – is gaining popularity as organisations have
become more serious about building leadership capabilities.”
Three factors critical for the success of talent development programmes are:
a) Create pipleline for talent
b) Focus on critical competencies
c) Use module relevant to context & culture.
The mantra for a robust talent development initiative is a blueprint that is aligned to the company’s
strategy and the support and involvement of the top management.
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Santhosh Babu is Managing Director of OD Alternatives

7. “Research has shown that an employee’s long term commitment and longevity at an organisation is
influenced significantly by the experience during the first 90 days of employment.”
Even though most organisations realise the importance of a well-designed onboarding programme, it
rarely gets implemented due to several practical constraints.
Reasons why onboarding programmes don’t get implemented :
a) Different joining dates
b) Distributed workforce
c)New Gen workforce
d) Time to productivity
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Mohit Garg is Co-Founder, MindTickle

8. “An external partner would be ideal for programmes on leadership development, change management,
best practices & organisational development.”
Many companies find it hard to decide whether the organisational learning management system (LMS)
should be centralised or decentralised.
While deciding the level of centralisation in training, the audience has to be kept in mind. Senior
leadership training programmes should be centralised while those for middle-management and
business units can be decentralised.
The success and failure of the L&D plan is with the L&D Department. Period. However, there are many
influencers in this process – the top leadership, line managers and the participants.
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Anu Wakhlu is Founder - MD, Pragati Leadership

9. “Online education to the rescue of CLOs to nurture high performers for leadership roles right at their
desks by Global CEOs.”
With increased demand to nurture high performers for leadership roles, organisations now have the
opportunity to provide education to their employees, as per their convenience.
Evolved technology in online education allows students to participate in virtual classes run by some of
the best faculty in the world - even if the student is constantly on the move or based out of some
remote location.
While some are still delivering ancient standard format lectures to bored students, India Inc. seems to
have rightly embraced online education and has started reaping its benefits.
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Karthik KS is CEO, AVAGMAH Online School (A division of 24x7 Learning)

10. “L&D managers can look forward to services that will allow them to select and personalise training
services from multiple service providers.”
An L&D manager is faced with questions around the efficacy of choices and the basis of selection.
Arranging an in-house training with an external vendor/trainer
An L&D manager always faces the need to reach out to someone new and introduce new training
delivery ideas. One of the most annoying questions that a delivery manager faces is “Oh you hired
the same trainer again?”
Nominating employees to external public workshops
Many companies are clueless about how to institutionalise the process of sending the right people for
the right external training opportunities.
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L.A. Balamurugan is Co-Founder and CEO, BookMyTraining.com

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Contact details
CCL India office
Website: india.ccl.org
Ph: +91 124 4354185/86
E-mail: cclindia@ccl.org
Profile of client
Ranked among the Top 10 for 11 consecutive
years in the Financial Times Global Executive
Education Providers survey, the Center for Creative
Leadership (CCL®) is a global thought leader with
exclusive focus on leadership
development and coaching.
Service locations
APAC: China, India, Singapore
EMEA: Brussels, Russia, Africa
US: Nor th Carolina, Colorado Springs,
San Diego
Leadership Identification Solutions
Leadership Gap Indicator for assessing
organisational leadership needs(no individual
identification solutions provided)
Leadership assessment solutions
•Customizable 360 assessments for development
across multiple levels of leadership
•Exclusive 360 for C-Suite leaders Leadership
development solutions
•Choice of open-enrollment leadership development
programs for leaders at all levels
•High impact customised solutions including
multi-module development approaches, action
learning with executive coaching
•Executive leadership coaching for senior
leaders
Key differentiators
•Approach and practices are informed by
continual global research and innovation
•Close and collaborative work with clients
in creating custom solutions that impact
business
•Normed 360 assessments provide the receiver
valuable personal benchmarking
Engagement model
•High touch consultative solutions approach
while providing thought leadership through
global research
Testimonial
The 360 degree feedback from your immediate
reporting manager, superiors, peers and
subordinates, and the personalised coaching
is beyond any comparison — makes the
experience simply incredible and inimitable.
Abhilasha Hans
Chief Service Officer, Consumer Business
BhartiAirtel Ltd
-----
I had a wonderful experience at the LAP in
Singapore. The course was expertly facilitated,
always interesting and challenging, and
I learned a great deal about my leadership
strengths and weaknesses and how to best
manage them.
Gabe Hunterton
Deputy Chief Operating Officer
Galaxy Macau
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Contact details
Contact Details: info@
mindtickle.com,
+91 90110 79735
(India, Pune),
+1 (973) 400 1717
(US, San Francisco)
www. mindtickle.com
Name of Company: MindTickle
Profile of client: Multinational companies, large
and medium sized Indian companies that employ
knowledge workers Buyers profile: Leaders and
decision makers in HR, Sales, Marketing, Product
and L&D teams
Training delivery capabilities: Online delivery
that combines the benefits of social learning
and gamification with the power of cloud
and mobility
Training specialization: Pre-join and postjoining
new hire training, policy training, sales training,
product training, customer service training,
channel/partner training and customer training
Other services: Employee Engagement
Key Differentiators:
MindTickle is a web-based learning platform
that combines the power of “social learning”
and “gamification” to make any enterprise
training efficient and effective. With thousands
of users from marquee customers including SAP,
Yahoo!, InMobi and MakeMy- Trip to name a few,
MindTickle was voted #1 in the category – “Best
use of gamification in Enterprise” in 2012, and
judged #1 in the category – “Best use of
gamification in HR” in 2013 at the Gamification
Summit, San Francisco. MindTickle makes the
learning experiences extremely appealing and
interesting for the new generation employees,
plus MindTickle’s convenient cloud solution
makes it really easy to get started.
Testimonial/Referrals:
Very pleased with the results, and look
forward to more of such opportunities. We
worked with MindTickle on gamifying SAP’s
strategy and industry knowledge training.
The response and adoption of MindTickle
employee engagement activities platform has
been overwhelming!! It is rare to witness 90%
adoption of any web based training product,
but MindTickle has demonstrated that at SAP
Labs India. - MD, SAP Labs
MindTickle has given InMobi a big leap ahead
in terms of our new employee orientation
process. We find the MindTickle team to be
resourceful, attuned to our needs and willing
to constantly improve their client’s experience.
We strongly recommend them. – Head,
HR, InMobi
We have been using MindTickle’s AllAboard
product for conducting new employee
orientation over iPads. Our new hires love the
interactivity of the MindTickle platform, and
the admin functionality makes it very easy
for us to manage the whole process. We are
very pleased with the results. – Head, Talent
Development, MakeMyTrip
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13. Learning & Development
May 2013
For Further Information
Kindly Contact
+91 (124) 4148102
info@peoplematters.in
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