vivek mohapatra, Author at Think Talent Services

Enabling Sales Team with Future Ready Skills to Scale-up the Business

vivek mohapatra — Wed, 23 Jul 2025 06:06:30 +0000

Enabling Sales Team with Future Ready Skills to Scale-up the Business

Category: Integrated Programs

Client: Consumer Foods Manufacturer

Client Context

A global leader in edible oils was undergoing a strategic pivot in India—from a commodity-focused supply business to a full-fledged consumer-facing brand. The transformation wasn’t just commercial; it required a fundamental shift in how the organization thought about talent, structure, and leadership behavior.

As the business evolved, leadership recognized two simultaneous needs:

Sharper workforce
planningto align talent
with future roles

A deeper culture of ownership and accountability to power execution at scale.

Key Goals

Identify future-critical roles and define how they must evolve in the new FMCG context

Sharpen people planning processes using organizational and peer benchmarks

Embed a culture of ownership and proactive leadership across levels

Enable meaningful development conversations through individual assessments and team-level diagnostics

Ensure that the approach remains scalable, contextual, and non-disruptive to business rhythm

Our Approach

To meet the client’s need for speed, scale, and depth, we co-designed a development journey that could balance robust individual assessment with meaningful developmental nudges—without disrupting business operations.

01 Diagnosis

Engaged business leaders to define future-ready roles and success profiles

Mapped internal data and behavioral patterns to identify gaps in ownership and strategic execution

Benchmarked structures and talent practices against peer organizations

Conducted manager interviews and diagnostic simulations to assess current capabilities

02 Design & Deployment

Created a refreshed organization structure and detailed JDs for identified critical roles

Rolled out a fully virtual assessment center for 50+ managers across 20+ locations

Designed a business-contextualized experience using simulated scenarios, analytics exercises, and behavioral assessments

Delivered a blended development journey—offering reflection tools, feedback-rich sessions, and self-paced participation windows

03

Reflection & Dashboarding

Conducted a focused action planning workshop with senior leaders to align on workforce strategy and development priorities

Generated individual development reports to support growth conversations

Shared synthesized talent insights and role-readiness heatmaps with the MD and HR leadership

Equipped leaders with a Talent Analytics dashboard to drive informed people decisions

Capability Focus Areas

The intervention emphasized three integrated capability themes critical to the business transformation:

Personal Ownership –
Taking initiative and being accountable for outcomes

People Accountability –
Driving performance through influence, feedback, and peer collaboration

Strategic Execution – Balancing planning discipline with agile, on-ground responsiveness

Outcomes & Impact

01

Strategic Clarity:
The leadership team gained a clearer view of which roles and capabilities would anchor future growth

02

Mindset Shift:
Participants showed enhanced self-awareness and deeper commitment to team outcomes

03

Stronger Decisions:
Talent diagnostics enabled sharper, data-backed promotion and development calls

04

Organizational Alignment:
Cross-level workshops and leadership dialogues helped embed shared ownership of the talent agenda

05

Culture Movement:
A visible uptick in proactive behavior, feedback-led conversations, and problem-solving ownership

The post Enabling Sales Team with Future Ready Skills to Scale-up the Business appeared first on Think Talent Services.

Enabling a Culture of Feedback for Stronger Team Dynamics

vivek mohapatra — Tue, 15 Jul 2025 11:37:32 +0000

Enabling a Culture
of Feedback

for Stronger Team Dynamics

Category: Culture Study

Client: Chemical Manufacturing MNC

We worked with a large manufacturing and chemicals company with a simple but powerful goal:

Making feedback work better across the organization.

They had some strong processes in place, especially in their manufacturing units; but the experience of feedback varied widely depending on where someone worked or who they reported to. Some teams were having regular conversations, while others barely had any structured feedback at all.

As an organization, they wanted to understand what was getting in the way, and how to build a more open, consistent feedback culture across the board.

Key
Goals Included

Explore how employees experience feedback across functions and grades

Benchmark with peers to draw inspiration for next-level practices

Bring all these insights together and help the leadership team plan a clear way forward

Roadmap

Engaged 50+ People

Through interviews, focus groups & a company-wide survey

Data-driven insights

Combined recent feedback with existing data & engagement results

Asked diverse questions

Explored perceptions, challenges & opportunities

Honest & eye-opening findings

Reflected both current views and the bigger picture

What We Learned

There were some bright spots especially in manufacturing, where regular check-ins and recognition practices had taken root.

But there were also clear challenges:

Feedback was too generic
Most employees weren’t getting helpful or balanced inputs, especially on behavioral growth

Managers felt underprepared
Many were figuring things out on their own, with little formal support or training

The experience varied a lot
Some teams had quarterly feedback, others got it once a year (if that)

Some people didn’t feel safe speaking up
Especially in certain functions and among women employees, there was hesitation around giving feedback to managers

We brought all the insights together in a clear, easy-to-read report and held a workshop with company leaders to reflect on the findings and decide what to do next.

We also shared examples from other companies who had tackled similar challenges, which helped spark fresh ideas.

Outcomes & Impact

This wasn’t just a one-time study. It gave the company a practical roadmap to move forward:

01

Train managers to give better, more constructive feedback

02

Make feedback more consistent, not just something that happens at appraisal time

03

Create safer team environments where people feel heard

04

Build a culture where feedback becomes a habit—not a checkbox

It’s the start of something bigger: Helping people talk to each other in ways that build trust, improve performance, and strengthen teams across the organization.

The post Enabling a Culture of Feedback for Stronger Team Dynamics appeared first on Think Talent Services.

Enhancing Engagement Across a Diverse Healthcare Workforce

vivek mohapatra — Mon, 07 Jul 2025 05:45:24 +0000

Enhancing Engagement

Across a Diverse Healthcare Workforce

Category: Engagement and Culture Surveys

Client: Leading Provider of Healthcare Services

The Premise

14+

Hospitals

2,300+

Doctors

12,000+

Workforce

A leading provider of world-class healthcare services in India, with 14 hospitals and over 2,300 doctors, was looking to strengthen employee engagement across its workforce of nearly 12,000 individuals.

The client had previously run internal engagement surveys but was now looking for a more scalable, inclusive, and analytics-driven approach to measure engagement levels and their drivers at individual, team, and organizational levels.

The Challenges

Over 60% of employees lacked access to official email IDs and computers/laptops.

The workforce spanned a wide range of roles and language preferences, requiring a flexible and inclusive solution.

There was a need to maintain continuity with prior internal surveys while also improving depth of insight and ease of participation.

Success Levers

To address the above, we focused on three strategic anchors:

Accessible Technology

Leveraged SMS-based delivery to ensure wide participation across all roles and shifts.

Cultural Relevance

Piloted and validated a vernacular language version of the survey, recognizing regional language comfort.

Action-Oriented Insights:

Delivered detailed dashboards across multiple levels to facilitate targeted action planning and alignment across leadership.

The Solution

The engagement survey solution was designed to extend far beyond a typical feedback exercise.
Each layer was automated, secure, and aligned to protect respondent anonymity while enabling targeted action.

Tailored Deployment

The client’s own survey questionnaire was integrated onto our digital platform to maintain continuity with past data.

SMS-based survey links ensured a wide reach, even among those without official email & computer access.

Support was provided through a 12-hour helpdesk over call and email, which was particularly valuable for nurses and shift-based teams.

To test language impact, a vernacular language version of the survey was piloted with 500 employees who had also completed the English version.

Results revealed up to a 15% variation in scores, a clear indicator of how language influenced response authenticity. This insight paved the way for wider rollout in vernacular formats.

Focus Group Discussions (FGDs) were conducted across locations in both English and vernacular languages, enabling qualitative insights from employees across levels.

These sessions complemented the survey data by bringing in narratives, sentiments, and suggestions in employees’ own voices.

Robust Reporting & Analytics

The platform generated analytics across
three levels:

Organizational dashboards for leadership

Business Unit to strategize mid-level action planning

Team Reflection Cards to help frontline managers analyse results with their teams

The Outcome

The intervention transformed the way engagement was measured and acted upon in the organization:

01 Broader Reach

Approximately 12,000 employees across hospital functions could participate — regardless of role, device access, or language preference

02 More Authentic Data

The vernacular pilot revealed previously untapped perspectives, helping ensure future surveys would be even more representative.

03 Faster, Informed Action

The multi-level dashboards enabled structured action planning at all levels — from unit heads to individual team leads.

04 Sustained Impact

With the platform set up for cumulative year data comparison, the client was positioned to use engagement insights as a core input in their broader culture and people strategy.

The post Enhancing Engagement Across a Diverse Healthcare Workforce appeared first on Think Talent Services.

Identifying Future-Ready Sales Leaders through Contextual Assessments

vivek mohapatra — Tue, 01 Jul 2025 12:56:32 +0000

Identifying
Future-Ready Sales Leaders

Through Contextual Assessments

Solution Talent Assessments

Industry Global Leader in Personal Care Products

A global leader in personal care products partnered with us to assess and elevate a select group of high-potential business development executives. The goal was to identify individuals ready to take on broader responsibilities and align development with critical business imperatives.

Key
Goals Included

Enhancing decision-making through deeper consumer and market understanding

Identify high-potential individuals ready to take on broader roles

Align capability development with evolving consumer demands and business expansion plans

Our Approach

We collaborated with the client to design a assessment center tailored to their business context and expectations. The initiative emphasized:

A holistic view of capabilities—spanning, analytics, planning, market agility, and collaboration

Contextualized evaluation of day-to-day challenges and strategic thinking

Feedback-rich interactions that enable individual reflection and growth

The entire process was anchored in a framework that emphasized real-world relevance, ease of access, and a clear connection to business outcomes.

Implementation Highlights

Diagnosis

Understanding the Landscape

Conducted focused interviews with business and HR leaders to define success profiles
Mapped existing capability themes against emerging business needs
Curated preparatory content (videos, articles) to build contextual readiness among participants

Deployment

Executing with Precision

Executed virtual assessment centers with an integrated team of behavioral and functional assessors
Delivered a multi-layered experience combining business simulation, analytics, and interpersonal evaluations
Conducted personalized feedback sessions with participants to enable reflection and future planningg

Dashboard

Turning Data into Decisions

Generated detailed reports capturing strengths and growth areas
Provided a comprehensive Talent Analytics dashboard to help the client make informed promotion decisions

Focus Areas

The program was centered around five functional competency dimensions:

Business Planning

Prioritization, delegation, and visual execution of goals

Data Interpretation

Making sense of market and internal data through structured analysis

Opportunity Identification

Channel agility and strategic revenue growth

Collaboration

Relationship management and stakeholder alignment

Team Enablement

Coaching, development, and motivation

Outcomes & Impact

The program delivered measurable value on multiple fronts. While the design remained participant-focused,
its real impact was seen at the organizational level:

01 Data-Driven Promotions

Objective insights drove
informed decisionson
leadership elevation

02 Stronger Alignment

Enhanced synergy between individual development and market-facing priorities

03 Scalable Model

A replicable approach that can support future assessment and growth needs

04 Actionable Insights

Talent analytics and capability trends now inform broader people decisions

The post Identifying Future-Ready Sales Leaders through Contextual Assessments appeared first on Think Talent Services.

Bias or Fact: Evaluating Some Common Perceptions

vivek mohapatra — Fri, 04 Apr 2025 19:00:25 +0000

Bias or Fact

Evaluating Some Common Perceptions

Unconscious biases and perceptions can lead to discriminatory practices like selection & promotion and impact talent decisions in organizations. In this section, we evaluate some commonly held perceptions about specific cohorts of people using data from a scientifically designed psychometric instrument.

It is pertinent to point out that personality is only one of the influencers of the actual behavior of a person. However, psychometric data is a good indicator of “natural” orientation or preference of a person. The intent of the article is to bring up scientifically collected data to re-visit these perceptions.

01 Perception

Sales professionals are naturally charismatic and persuasive

Many of us associate sales professionals with being naturally charismatic and persuasive. Personality data for 5000+ sales professionals shows that % of sales professionals scoring high on related traits is only marginally higher than general population.

So, when we see a very persuasive salesperson, it is useful to remember that while some salespeople may naturally possess certain persuasive qualities, many of the others are likely to have honed their skills over time.

What’s your take on it—do you think sales success is more about innate traits, learned skills, or a combination of both?

02 Perception

Drive for Results and Innovation Orientation decreases with age

Many of us associate young professionals with vigor and innovation, while older age can sometimes be stereotypically linked to being more settled, less adaptable, or more resistant to change or risk.

Data for 6 traits typically associated with innovation & drive show fairly similar distribution across the younger and the older cohort.

We believe that while older professionals might not embody the same type of energy as younger colleagues, but that doesn’t mean they lack innate drive or creativity. Maybe we need to do more to help these older professionals re-discover this innate drive and energy.

03 Perception

Women Are Too Soft and Empathetic to Manage Difficult Conversations

The idea that women are inherently “soft” or incapable of making harsh or difficult business decisions stems from deeply rooted gender stereotypes and often used as an argument to limit women’s roles in the workplace and reinforced biased views about their emotional capabilities and decision-making styles.

The data for a set of 2000+ professionals in similar roles in a private bank indicates exactly the opposite. A larger % of men placed high on the trait “empathy” and a larger % of women placed low.

Ultimately, being able to make tough decisions is not determined by gender; it’s about individual qualities such as critical thinking, confidence, strategic insight, emotional intelligence, and leadership. Women are as likely to have these qualities as men. Period.

The post Bias or Fact: Evaluating Some Common Perceptions appeared first on Think Talent Services.

Preparing Sales Teams for a Changing Sales Environment

vivek mohapatra — Fri, 04 Apr 2025 09:58:12 +0000

Preparing Sales Teams

for a Changing Sales Environment

The sales world—especially in B2C—has changed significantly over the last few years.

What worked even two years ago can now feel outdated. For instance, AI-equipped systems are now recommending outlet-specific product mixes based on buying behavior or highlighting secondary sales patterns that require quick course correction—something that was entirely manual not long ago.

New-age channels like quick commerce and e-commerce have added speed and scale—but they’ve also introduced complexity.

Channel conflict is becoming a real issue. Sales managers now need to handle overlaps carefully, ensuring that brands don’t end up cannibalizing their own growth across general trade, modern trade, and digital platforms.

Most organizations have taken steps to stay ahead—new tools, new systems, new ways of working. But what’s becoming increasingly urgent now is preparing the sales team itself. This shift isn’t just about tech—it’s about capability, mindset, and leadership readiness. In our work with B2C organizations, this focus on structured upskilling and reskilling is gaining strong momentum.

Some of the capabilities being prioritised

And more importantly, there’s a growing focus on frontline managers as coaches—not just chasing numbers, but enabling reps to make sense of this fast-changing environment.

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Strengthening Managerial Capabilities on the Ground

vivek mohapatra — Fri, 04 Apr 2025 09:01:57 +0000

Strengthening Managerial Capability on the Ground

As companies strive to survive and grow in a rapidly changing business environment, agility, cross-functional collaboration, and execution excellence have become critical for success.

Organizations with a more agile, disciplined, and engaged frontline workforce are better positioned to thrive.

This has put the spotlight on the managerial capabilities of first-level managers in functions like sales, manufacturing, and supply chain—areas with large, distributed teams.

Our work with hundreds of companies on assessing and developing first-level managers reveals multiple facets of this growing challenge.

51%

of FLMs score low on innovation and agility traits, as per Think Talent Personality Inventory data from over 10,000 participants.

Only 23% of FLMs have “Managerial” as one of their top three career anchors.

In Edgar Schein’s framework, “Managerial” career anchor indicates managing people & resources as key motivator and driver for the person.

A significant proportion of FLMs show low proficiency in key managerial competencies, including planning, execution, and people management.

Data based on ADC scores of 5,792 first-line managers across industries and functions.

How Organizations Are Responding

More Rigorous
Promotion Process

Going beyond interviews to Structured ADCs
Involving senior leaders in the selection process
Focus on step-up competencies rather than past performance

Scaling up
Development Initiatives for FLMs

Expanding reach and investment; adopting hybrid delivery for speed and accessibility
Placing stronger emphasis on team management, development, and team culture
Tracking impact using ongoing assessments, ESAT scores, and IDP progress

Creating
Regular Feedback Mechanisms

Moving from annual feedback to quarterly feedback
Pulse surveys & 180 feedback to collect feedback from the ground-up
Embedding values and culture into development—not just competencies

The post Strengthening Managerial Capabilities on the Ground appeared first on Think Talent Services.

Developing Manufacturing Talent: Back in Focus

vivek mohapatra — Wed, 02 Apr 2025 06:21:32 +0000

Developing
Manufacturing Talent

Back in Focus

Promoter of a large manufacturing firm made an interesting comment in a recent discussion. He said:

Earlier, I have always believed finance to be the biggest barrier to growth. If I can secure the money for Capex, growth will automatically follow. Now, talent is my bottleneck. Funding I can find, but where do I find the right people.

The comment very well illustrates the significantly sharper focus on talent & culture in manufacturing set-ups in the last 12-18 months.
A wide range of issues – from demand as well as supply – are driving this change.

Across industries, we see firms reacting by introducing new initiatives to engage, retain and develop talent in the manufacturing function.

Structured Assessments for Promotion & Potential Identification

Leading Tyre Manufacturer
and Retailer

Initiative: Development Centre for 200 employees across plants

Focus: Identification of hi-pot talent, development plans for all participants

Large Indian Pharmaceutical Player with 20k+ employees

Initiative: Assessment Centres to support promotion decisions across levels

Focus: Enhancing talent quality at middle management level, Consistency in promotion process across 10+ plants

Large Scale Skill Building Initiatives

Leading Indian Firm in Electrical & Electronics Sector

Initiative: Learning Workshop covering all 1000+ employees, 25k+ man-hours of training in FY 2024

Focus: Upskilling existing employees on critical technical and behavioural skills

Leading Manufacturer of Specialty Chemicals & APIs

Initiative: University tie-ups to educate large group of employees on topics like operational excellence & smart manufacturing skills

Focus: Upskilling existing employees on critical technical skills to support on-going automation efforts

Developing & Strengthening Culture of Feedback

Leading Indian Firm in Specialty Chemicals Space

Initiative: An in-depth study of the current feedback processes and mind-set in the organization

Focus: Improving feedback mechanisms and strengthening the culture of feedback in the organization

Leading Indian Firm in the Petrochemical Sector

Initiative: Training 200+ managers across locations and plants on feedback skills

Focus: Improving quality of feedback and promoting psychological safety in teams

Human capital is likely to play a more critical role in growth and sustainability in the manufacturing function than ever before.
This shift toward a sharper focus on developing manufacturing talent, culture, and leadership development will define the future trajectory
of many manufacturing firms.

The post Developing Manufacturing Talent: Back in Focus appeared first on Think Talent Services.

Women in Sales: An On-going Challenge

vivek mohapatra — Wed, 02 Apr 2025 05:25:57 +0000

Women in Sales

An On-going Challenge

In FY24, we covered 2000+ participants across assessment and development interventions for sales teams. These interventions covered participants across multiple industries – Consumer Products, BFSI & Pharma. The female representation across these programs – less than 15%.

Companies across sectors have long struggled to improve the presence of women in sales roles. The situation is slightly better for teams operating on B2B context e.g. bancassurance in BFSI, Key Account or Modern trade in Consumer Products & Pharma.

However, over the past two years, the issue of female representation in sales function seems to be coming back on the talent agenda, especially for larger firms. The drivers seem to be varied. In most cases, it is part of the broader push around DEI. However, many companies, especially with businesses targeting female consumers (Beauty & Wellness, Apparel), this is also an attempt to be closer to their customers.

The issues impacting female representation in sales teams are anything but simple.
We see companies taking a wide range of concerted actions to make progress on this issue.

Two key challenges for women in sales which should be highlighted:

01

Given the deeply instituted issues driving this challenge, success requires a comprehensive set of actions addressing multiple facets. isolated action or initiatives, while well-meaning, may not ultimately yield any returns.

02

We see Boards setting unreasonable targets around female representation which do not reflect the realities on the ground. This is leading to sub-optimal talent decisions on the ground. This may be myopic and may cause more harm on the overall agenda of creating truly diverse sales teams.

The post Women in Sales: An On-going Challenge appeared first on Think Talent Services.

Succession Planning: An Emerging Board-level Priority

vivek mohapatra — Tue, 01 Apr 2025 04:04:01 +0000

Succession Planning

An Emerging Board-level Priority

A recent survey of 60+ companies across various industries highlights a sharp rise in senior leadership and board involvement in succession planning. 63% of companies report active participation from senior leaders and board members, signaling a growing focus on leadership continuity at the highest levels. This aligns with our conversations with senior business leaders, who confirm that leadership succession planning—especially for senior management teams—has become a heightened priority.

The increasing engagement of senior leadership and boards in succession planning reflects a broader trend: top management is now central to these efforts. This shift underscores that talent strategy is no longer just an HR responsibility but a strategic imperative that directly impacts long-term growth and stability.

We identify three key factors driving this intensified focus on succession planning over the past 4–5 years

Pandemic and the Great Resignation: A Wake-Up Call

The pandemic and subsequent Great Resignation exposed vulnerabilities in leadership pipelines, accelerating the urgency around succession planning. Sudden talent departures and disruptions forced companies to reassess their leadership bench strength, ensuring readiness for unforeseen challenges.

In many industries, investments in automation and evolving business models have raised critical questions about future workforce readiness. Senior leadership teams are now focusing on ensuring that their talent pool is equipped to meet these shifting needs, reinforcing the need for succession planning that aligns with the company’s future direction.

Regulatory Oversight:
A New Compliance Priority

Succession planning frameworks and talent management are increasingly subject to regulatory scrutiny. Regulators such as the USFDA (Pharma) and the Reserve Bank of India (Banking) now include talent engagement and succession planning in audits.

Traditionally a board-level concern, regulatory compliance now extends beyond financial metrics to encompass governance and talent strategy.
This shift has elevated the importance of strong succession frameworks,
with boards held accountable for both operational and leadership continuity.

The Global Talent Race: Strengthening India’s Leadership Pipeline

As global firms expand their presence in markets like India, they increasingly rely on local talent for leadership positions within their global frameworks. This trend is pushing Indian companies to strengthen their succession planning processes to remain competitive in the global talent marketplace.

The pressure to develop strong leadership from within has never been greater, particularly for firms looking to integrate their India-based leadership into broader global strategies.

In Summary

Succession planning has moved from a tactical HR process to a strategic business priority. It is now driven by a confluence of factors, including the aftermath of the pandemic, the shift towards automation and new business models, heightened regulatory scrutiny, and the globalization of talent. The involvement of senior leadership and boards is critical to ensuring that succession planning is not only aligned with business goals but is also resilient in the face of an unpredictable future.

The post Succession Planning: An Emerging Board-level Priority appeared first on Think Talent Services.

vivek mohapatra, Author at Think Talent Services

Enabling Sales Team with Future Ready Skills to Scale-up the Business

Enabling Sales Team with Future Ready Skills to Scale-up the Business

Client Context

As the business evolved, leadership recognized two simultaneous needs:

Key Goals

Our Approach

01

Diagnosis

02

Design & Deployment

03

Reflection & Dashboarding

Capability Focus Areas

Outcomes & Impact

01

02

03

04

05

Enabling a Culture of Feedback for Stronger Team Dynamics

Enabling a Culture of Feedback

for Stronger Team Dynamics

Key Goals Included

Roadmap

What We Learned

Outcomes & Impact

01

02

03

04

Enhancing Engagement Across a Diverse Healthcare Workforce

Enhancing Engagement

Across a Diverse Healthcare Workforce

The Premise

14+

2,300+

12,000+

The Challenges

Success Levers

Accessible Technology

Cultural Relevance

Action-Oriented Insights:

The Solution

Tailored Deployment

Robust Reporting & Analytics

The Outcome

01

Broader Reach

02

More Authentic Data

03

Faster, Informed Action

04

Sustained Impact

Identifying Future-Ready Sales Leaders through Contextual Assessments

Identifying Future-Ready Sales Leaders

Key Goals Included

Our Approach

Implementation Highlights

Focus Areas

The program was centered around five functional competency dimensions:

Business Planning

Data Interpretation

Opportunity Identification

Collaboration

Team Enablement

Outcomes & Impact

01

Data-Driven Promotions

02

Stronger Alignment

03

Scalable Model

04

Actionable Insights

Bias or Fact: Evaluating Some Common Perceptions

Bias or Fact

Evaluating Some Common Perceptions

01

Enabling a Culture
of Feedback

Key
Goals Included

Identifying
Future-Ready Sales Leaders

Key
Goals Included

Preparing Sales Teams

Strengthening Managerial Capability on the Ground

How Organizations Are Responding

More Rigorous
Promotion Process

Scaling up
Development Initiatives for FLMs

Creating
Regular Feedback Mechanisms

Developing
Manufacturing Talent

Regulatory Oversight:
A New Compliance Priority