Advisory

"Culture eats strategy for breakfast."
- Peter Drucker

OVERVIEW AND STATS

• Team Size - 15 in-house consultants and 500+ connections pan India.
• Background - Our employees come from organisations such as Dale Carnegie, KPMG, Deloitte, Aon, Korn Ferry and Mercer among others.‍‍
• Unbeatable Pricing - High quality consulting at the best price.‍
• Culture Catalysts - We help organisations create the necessary conditions for their talent to do great work.
• End-to-End HR Outsourcing Solutions - From just delivery to build, operate, and transfer models, our HR outsourcing services cover the entire spectrum.‍
• Global Reach - We offer our services internationally, making us a versatile partner for organisations with a global footprint.
• Key Clients - Kia, Bajaj Finserv, Ninjacart, Nuvoco, Crisil, Swiss Re, Epson, Lenovo, Playerzpot, Japfa, One Assist, Pulse Pharma, Jash Engineering, Jay Chemicals.

ORGANIZATION TRANSFORMATION

‍INDUSTRY TRENDS

Leadership - Leading In Crisis

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• Leading CEOs are prioritizing "thriving" over merely "surviving" in today’s dynamic business landscape.
• Competitors are increasingly collaborating, exchanging thoughts like "How are you addressing this issue?" and "Here’s our approach." This cooperative mindset highlights their collective resilience despite rivalry.
• These leaders are mastering the art of balancing empathy with effective execution for diverse stakeholder groups.
• Instead of providing ready-made answers, they act as thought partners, fostering deeper insights through open-ended questions.
• This shift underscores a growing emphasis on Situational Leadership, where coaching takes precedence over directive leadership for nurturing future leaders.

Change Management - Engaging and Enabling People Through Change

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In an era of rapid business evolution and a more diverse, mobile, and remote workforce, engaging and empowering talent has become a critical priority.

Key strategies for adapting to the "new normal" include:

• Maintaining real-time communication and connection with employees.
• Prioritizing employee health and safety.
• Proactively addressing mental health challenges to alleviate heavy workloads.
• Revisiting and refining time management to create a balanced and productive workday.
• Identifying non-essential activities to streamline processes without compromising efficiency.

Cost Optimization

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• Organizations are adopting a phased and strategic approach to cost optimization, considering the depth and duration of the pandemic's impact on businesses.
• Short-term cost-saving measures include eliminating travel, canceling events, delaying new hires, postponing product launches, and reducing variable expenses such as bonuses, sales incentives, and material costs.
• Additionally, companies are focusing on broader strategies to maintain efficiency while cutting costs, such as auditing operating models for redundancies, revisiting supplier agreements, reducing headcounts, closing specific facilities, and outsourcing support functions.

BUSINESS CASE STUDIES

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Case Study 1: Workforce Cost Optimization for an MNC Conglomerate

Client Overview:

A renowned diversified conglomerate in India with business operations in automotive, paper, and healthcare sectors.

Key Features:

Redesigned the operating model, organizational structure, governance mechanisms, and workforce plans to align with Vision 2020–22.

Targeted business areas:

Automotive belts, paper, and tires.

Client's Business Challenge:

The outdated organizational structure and high workforce costs posed challenges in sectors like automotive and paper, which were experiencing downturns.

Key Outcomes:

The project redesigned three independent manufacturing entities, aligning them with Vision 2020–22. This resulted in 15–20% workforce cost savings across all entities through optimized operational frameworks, restructured organizations, and improved governance strategies.

Case Study 2

Client Overview:

A renowned NABH-accredited daycare hospital chain in India.

Key Highlights:

• Redefined the organization's vision, mission, and values.
• Designed workforce structures and organizational frameworks.
• Implemented an enhanced performance management system.
• Overhauled variable pay and compensation structures.

Client's Business Challenge:

The existing organizational structure and workforce expenses were inefficient, necessitating an updated compensation system integrated with the performance management framework.

Projected People:

• Introduced a variable pay model within the redesigned performance management system and ensured smooth implementation over a complete annual PMS cycle.
• Conducted a comprehensive study to revamp the organizational structure and workforce plans across all units.

HIGHLIGHTS OF OUR WORK IN ORGANIZATION TRANSFORMATION

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• Created detailed job descriptions and KRAs for a leading global pharmaceutical company.
• Led the PMO for JK Organisation, overseeing three manufacturing units.
• Implemented a workforce redeployment plan for a ₹400 crore IT firm, boosting margins by 6% in three quarters.
• Managed organizational design, workforce planning, and change management for a FIFA/JCI-accredited sports hospital in Qatar.
• Partnered with MOHFW and ILO to develop a healthcare talent acquisition and retention model, presented internationally.
• Optimized workforce costs for three MNCs in automotive, paper, seeds, and healthcare, achieving 15–20% savings.

HUMAN RESOURCE TRANSFORMATION

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INDUSTRY TRENDS

Talent Management: Developing Sustainable Talent Processes

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• Organisations are consistently reevaluating the dynamics of talent demand and supply.
• Virtual connectivity has become the norm, but transitioning Talent Management processes requires intentional design rather than default replication. This shift calls for innovative strategies to foster engagement and interaction, planned meticulously from the outset.
• This period offers a strategic opportunity for organisations to review, re-evaluate, and redesign their talent processes.

Reimagining Rewards: Based on Contribution and Linked to Skills

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• The shift towards an ‘entrepreneurial’ contract necessitates a rethinking of rewards. Organisations are expected to prioritize contributions over job levels, rewarding individuals based on measurable impact.
• Future compensation models will likely include more variable components, linking rewards directly to value creation and providing higher incentives for key skills.

Gig Working: Greater Talent Mix, Flex Arrangements

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• To harness diverse talent pools, organisations must adopt gig-working models and flexible arrangements on a larger scale. This shift will require HR systems, processes, and policies to become more adaptive.
• Given the complexities of these setups, organisations will need to delegate responsibility to managers while HR develops frameworks to support seamless execution.

Wellness, Emotional Health & Psychological Safety: Core to Engaging Employees

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• Prioritizing holistic well-being is critical for fostering a productive workforce. As stress levels rise, organisations must strengthen psychological safety, creating an environment where employees can express their authentic selves.
• This shift will involve focusing on building team culture and empowering managers to adopt supportive leadership styles. HR teams must be equipped to nurture and manage these transformations effectively.

Increasing Use of Analytics & AI: For Managerial Actions & Talent Management

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• Successful organizations will harness technology to empower managers in making effective talent decisions by employing AI-driven analytics. These analytics must seamlessly integrate into daily workflows to enhance decision-making.
• Performance and talent management are ideal domains for implementing data-driven, objective strategies.

Job Crafting: Death of Generic JDs & Increasingly Personalized Jobs

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• With employees increasingly seeking to showcase their individuality and diverse specialized skills, successful organizations will transition to more flexible job structures.
• Job crafting, which involves tailoring roles to individual strengths and preferences, will become a norm. The future workforce will feature more unique roles supported by flatter, highly adaptable organizational structures.

BUSINESS CASE STUDIES

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Case Study 1

Client Overview:

A renowned multi-specialty hospital in India, accredited by JCI and NABH.

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Client's Business Challenge:

• Redesigning the organizational structure to align with the 2022 vision.
• Managing the transition with the induction of a new group CEO.
• Optimizing executive compensation and remuneration strategies.
• Enhancing the overall compensation and benefits framework.

Salient Features:

• Designed transition plans for Group Promoters in tandem with the onboarding of a new Group CEO, including updates to organizational structure, KPIs, and role definitions.
• Structured the corporate organization to align with the Vision 2020 strategy.
• Established KPIs and remuneration frameworks for Group Promoters, factoring in hospital expansion, cost efficiency, and standalone labs/clinics.
• Streamlined payroll administration and disbursement processes.

Key Outcomes:

• Re-engineered the corporate organizational structure in 2014 to align with Vision 2020 objectives.
• Oversaw payroll management for the C-Suite and top executives, along with communication programs to support talent interventions. Initiatives included cost optimization, workforce utilization strategies, and a comprehensive rewards/equity plan spanning five years before the statutory audit transition.

"Every recruitment process is an opportunity to build a brilliant team!"

Case Study 2

Client Overview:

A well-established NABH-accredited multi-specialty hospital in India.

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Client's Business Challenge:

• Inefficient collaboration between clinical and non-clinical staff.
• Limited development in the performance management system (PMS).
• Decline in PSAT (Patient Satisfaction) scores.

Key Outcomes:

• Conducted a thorough analysis to identify improvement areas and proposed recommendations for enhancing PMS.
• Organized two interactive 2-day workshop batches for the hospital workforce to foster collaboration and strengthen performance management.
• Developed a comprehensive PMS handbook for the HR team.

HIGHLIGHTS OF OUR WORK IN HR TRANSFORMATION

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• Created job descriptions & KRAs for a leading global pharmaceutical company.
• Designed an appointment letter template for a top OEM technology provider.
• Led performance management for a daycare hospital, driving strategic discussions.
• Managed the PMO for JK Organisation, overseeing three manufacturing units.
• Developed an Extended Sales Performance System for a telecom giant, shaping market dominance in the mid-2000s.
• Rolled out a career management framework for a telecom tech firm, improving retention by ~9%.
• Implemented talent offboarding & severance strategies across Retail, Manufacturing, and IT.

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