Uncategorized Archives - Think Talent Services https://thinktalent.co/category/uncategorized/ Helping Firms Build Stronger Talent Pipelines Sat, 14 Oct 2023 05:27:45 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 https://thinktalent.co/wp-content/uploads/2023/05/Next Arrow 1-32x32.webp Uncategorized Archives - Think Talent Services https://thinktalent.co/category/uncategorized/ 32 32 Podcast Season 3 Perspectives on Assessments https://thinktalent.co/podcast-season-3-perspectives-on-assessments/ https://thinktalent.co/podcast-season-3-perspectives-on-assessments/#respond Fri, 01 Sep 2023 09:48:51 +0000 https://thinktalent.co/?p=11990 Perspectives on Assessments Podcast Series: Season 3 This podcast season we will try to re-visit the talent assessment scenario and how can companies and HR practitioners implement and deliver a future ready assessment solution. Listen to us on: Season 1 Re-imagining Manager Capability Season 2 Going Virtual with Learning Interventions Now that we are in […]

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Perspectives
on Assessments

Podcast Series: Season 3

This podcast season

we will try to re-visit the talent assessment scenario and how can companies and HR practitioners implement and deliver a future ready assessment solution.

Listen to us on:

Season 1

Re-imagining Manager Capability

Season 2

Going Virtual with Learning Interventions

Now that we are in this new, uncharted era of work, it’s time to re-visit what assessments looks like in your organization. This rapid progress in digitalization and sudden change in ways of working has brought about a disruption in the workplace as never seen before.

Skills needs are changing, and so is the future goal for an organization as well as for the individual. Organisations are now facing the real challenge of turning qualitative and quantitative information on skill needs into effective future action. Explore this season of podcast to learn more.

S03 Ep01: Making Assessments more Human

The word virtual’s various meanings include ‘near enough’ and ‘not physically existing’. When it comes to conducting virtual assessments, we should keep both definitions top of mind. The need for accelerated digital communication throughout the assessment process is more important than ever.

Assessments of different kinds will always be part of the HR playbook. What does it take to build a culture that removes the negative emotions associated with such processes?

How do you ensure that the humanness is built at the core of the assessment process?

Guest Speaker (Episode 1)

Ajay Chowdhury

Mr. Ajay Chowdhury

President & CHRO, SRF Limited

S03 Ep02: Running Assessments at Scale – What does it take?

Large scale assessment implies the ability to manage massive numbers of participants all being assessed at the same time. This further implies the ability to process, analyze and report on that data, as well as the organizational infrastructure to repeat the cycle over and over.

What does it take to run assessments at scale – thousands of them at the same go?

The learnings – from planning to execution, from communication to monitoring – what needs to be managed? And what could be potential showstoppers?

Guest Speaker (Episode 2)

Geethaa G

Ms. Geethaa G

Head – Talent Management & OE, HDFC Bank

S03 Ep03: Implementing Assessment Programs – The Practical Side – I

What does it take to run assessments on the ground? What are the tactical and minute insights that make the difference?

What needs to be taken care of at different stages – preparation, during the assessment and post assessment?

Guest Speaker (Episode 3)

Bhaskar Das

Mr. Bhaskar Das

Leadership & Assessment Expert

S03 Ep04: Implementing Assessment Programs – The Practical Side – II

What does it take to run assessments on the ground? What are the tactical and minute insights that make the difference?

What needs to be taken care of at different stages – preparation, during the assessment and post assessment?

Guest Speaker (Episode 4)

Richard McConkey

Mr. Richard McConkey

Assessment Expert

S03 Ep05: Leadership Assessments – What is different now?

The task of leadership is getting complex by the day.

What do we continue to look for in leaders? And what else will we look for when we assess leaders?

Assessing for leadership has several risks associated with it, and failures can be costly. How do we ensure that some of that risk is mitigated, through assessment or associated methods?

Guest Speaker (Episode 5)

Judhajit Das

Mr. Judhajit Das

CHRO, ICICI Prudential Life Insurance Co. Ltd.

S03 Ep06: Leaders – Assessing for the Future

What will we look for in leaders going forward? What will change? And how will we assess some of these things?

Areas like resilience, emotional intelligence, judgment, soft skills etc. are anyway difficult to assess. How does one assess these intangibles better in leaders?

Guest Speaker (Episode 6)

Rohit Thakur

Mr. Rohit Thakur

CHRO, Paytm

S03 Ep07 - What after Assessment? - Creating a Personal Development Plan

How do you ensure that assessment investments do not go waste?

Linking assessments to other TM processes is key. What scene works well? Or not?

What could HR teams focus on to ensure that assessments do not remain tactical and standalone in the overall TM and HR strategy of the company?

Guest Speaker (Episode 7)

Reetu Raina

Ms. Reetu Raina

CHRO, Quick Heal

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]]> https://thinktalent.co/podcast-season-3-perspectives-on-assessments/feed/ 0 Podcast Season 2 : Going Virtual with Learning Interventions https://thinktalent.co/podcast-season-2-going-virtual-with-learning-interventions/ https://thinktalent.co/podcast-season-2-going-virtual-with-learning-interventions/#respond Wed, 30 Aug 2023 07:21:39 +0000 https://thinktalent.co/?p=11926 Going Virtual with Learning Interventions Podcast Series: Season 2 Here is a series of conversations that enables us to look at different aspects of this challenge – how are companies and practitioners thinking about the various aspects of taking learning interventions virtual. Listen to us on: Season 1 Re-imagining Manager Capability Season 3 Perspectives on […]

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Going Virtual with Learning Interventions

Podcast Series: Season 2

Here is a series of conversations

that enables us to look at different aspects of this challenge – how are companies and practitioners thinking about the various aspects of taking learning interventions virtual.

Listen to us on:

Season 1

Re-imagining Manager Capability

Season 3

Perspectives on Assessments

Taking learning interventions virtual is not new, just that the need has suddenly accelerated. Like any other organizational change process, it is complex, involving processes, technology, people, mindsets and leadership. Companies are experimenting with a wide variety of variables and how to make things work. Aspects of application, inclusivity, learner centricity, cost and effectiveness as additional dimensions to keep in mind.

Here is a series of conversations that enables us to look at different aspects of this challenge – how are companies and practitioners thinking about the various aspects of taking learning interventions virtual.

S02 Ep01: How Senior Leaders are looking at Learning? What role should the HR teams play in promoting Learning?

While companies and leaders understand the need and utility of investing in learning, the jury is still out on effectiveness and stickiness on some kinds of learning – e.g. virtual, for certain.

What are leaders expressing in terms of building capability for the future? What have they learnt through the last few months? Do CHROs still need to sell learning – especially virtual learning?

If yes, then how does a CHRO go about selling the concept and implementation of virtual learning to leadership teams and boards?

And how does it get established as a way of life in organizations – what strategy and tactics does the CHRO drive?

How has the role of the HR team changed wrt to learning? How can they play a meaningful role in linking learning to business success?

Guest Speaker (Episode 1)

Vinay Razdan

Mr. Vinay Razdan

CHRO, HDFC Bank

S02 Ep02: Designing Virtual Learning Journeys

How does one design a learning journey that talks to the human being and is effective for the business?

What will appeal to the learner inside and evoke curiosity, engagement, competition, feel good, experimentation mindset and other positive emotions which will drive both learning as well as application?

What design principles will support the variety of learning needs – technical, functional, behavioral, leadership etc.

Do learning journeys really need design or curation? Or just leave it to individual paths to be taken by learners?

Guest Speakers (Episode 2)

Diya Malhotra

Ms. Diya Malhotra

Director – Talent,
Fidelity International

Sabih Kidwai

Mr. Sabih Kidwai

Director – HR (TM & Learning), Schneider Electric

S02 Ep03: Improving Inclusiveness of Virtual Learning Interventions

Diversity and inclusion is an extremely important agenda for almost all companies today, for a variety of reasons. In the learning area, this is still to become a mainstream topic of discussion and debate.

Are companies providing equal opportunities to learners from all backgrounds and with different challenges?

What biases can potentially creep in while designing a learning agenda for a diverse company, and what are the watch outs?

What kinds of things are companies doing to make inclusion and accessibility almost a given in learning journey design?

There special initiatives needed for learning design for differently abled or less privileged by education, language etc. even though they may bring relevant skills to the table. How can organizations start linking learning to talent management and careers to create a more integrated picture and an equal world?

Guest Speakers (Episode 3)

Sarika Pradhan

Ms. Sarika Pradhan

GM & HR Head,
POSH Chairperson,
Wipro Ltd

Rhiju Bhowmick

Mr. Rhiju Bhowmick

Sr. HR Professional, VP & Head – Learning & Change Management, Nayara Energy

S02 Ep04: Challenges in measuring Effectiveness of Virtual Learning Interventions

Virtual learning of all kinds is proliferating and is everywhere around us. It has been there for a while but has moved relatively slowly in terms of uptake. The pandemic is getting organizations to re-think how they could create better blends in learning interventions. Measuring effectiveness is a key subject to tackle, especially as historically learning measurement has always been debated and challenged by business.

What challenges are seen in virtual learning measurement and effectiveness? How are these different from those applicable for traditional learning?

What different experiments have companies or teams tried in this regard? And what has worked or not?

What is seen as the next step in measuring learning effectiveness – link to job performance? Aspects of succession, career management, skill portability?

What measurements would apply to individual learners and what would apply to cohorts/teams and organizations? How does one link these and weave them together?

Guest Speakers (Episode 4)

Anusha Suryanarayan

Ms. Anusha Suryanarayan

CHRO, Signify

Vivek Tripathi

Mr. Vivek Tripathi

CHRO, BIBA Apparels Pvt. Ltd.

S02 Ep05: Creating a Self-Driven Culture for Virtual Learning

There is a push for digital culture and virtual learning as a part of it. In fact, going digital has been on the agenda of companies for a while now. There is though a wide gap still between those that have adopted virtual, and those that have not – both at individual learner level as well as at the organizational level.

How does one build mindsets in organizations that become a self driven engine in this regard?

What experiments have organizations tried, or trying – and what has worked, or not?

What will it take leaders to help drive the culture, especially in economies and companies where there is one way dependent relationship between the employee and the employer?

What nudges are being built within HR systems which can help further encourage the self reliant learning culture among employees?

Guest Speakers (Episode 5)

Sunil Pathak

Mr. Sunil Pathak

HR – Group Director & Business Partner, Cadence Design Systems

Rajeev Bhardwaj

Mr. Rajeev Bhardwaj

CHRO – Asia Service Centres, Sun Life Financial

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]]> https://thinktalent.co/podcast-season-2-going-virtual-with-learning-interventions/feed/ 0 Season 1 : Re-imagining Manager Capability https://thinktalent.co/podcast-season-1-re-imagining-manager-capability/ https://thinktalent.co/podcast-season-1-re-imagining-manager-capability/#respond Sun, 27 Aug 2023 08:47:54 +0000 https://thinktalent.co/?p=11635 Re-imagining Manager Capability Podcast Series: Season 1 This podcast season We delve deeper into different aspects of this subject of managerial capability, and how organizations should re-think about it in their context. Listen to us on: Season 2 Going Virtual with Learning Interventions Season 3 Perspectives on Assessments With the nature of work and workplaces […]

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Re-imagining Manager Capability

Podcast Series: Season 1

This podcast season

We delve deeper into different aspects of this subject of managerial capability, and how organizations should re-think about it in their context.

Listen to us on:

Season 2

Going Virtual with Learning Interventions

Season 3

Perspectives on Assessments

With the nature of work and workplaces changing, managers will need to think and behave differently in the future. Employees and managers will be impacted by aspects of remote working, level of trust in organizations and management, own learning and skilling, dealing with the new known and unknown, and the value and economic impact of their work under deeper scrutiny, among others.

While some core aspects of the ‘manager’ role will not change, many other aspects will. What will particularly need a shift is the how of performing the role. How will a manager need to think and behave given challenges of productivity, delivery, employee engagement, capability building and integration of tasks and people? Explore this season of podcast to learn more.

S01 Ep01: Why invest in Manager Capability Building?

There has always been a debate about both efficacy of and investment in managerial training. There is recognition that manager capability is key to smooth functioning of an organization. However, given the business challenges and economic environment in the next few months and years, is this really an area of focus for CEOS and CHROs?

Why should organizations invest in managerial capability building? Is there money and mindshare for it?

Whose need is it anyway? Employees may be quite happy in non managerial roles in the future given the deep challenges, stress and need for learning that will come with manager roles.

Shouldn’t each individual manager actually build their own skills? If people aspire to manager positions, they should ready themselves. This is an argument forwarded by many.

Is investment in managerial capability similar to investment in other people capabilities? e.g., technical skills. How will leaders balance and decide where to invest?

Guest Speakers (Episode 1)

Mr. Ayaskant Sarangi

Senior Vice President – Leadership & Talent Management, Wipro Limited

Anupam Sirbhaiya

Mr. Anupam Sirbhaiya

Chief of Human Resources & Administration,
Bajaj Finance Ltd

S01 Ep02: Is Organizational Performance and Agility linked to Managerial Capability?

CEOs at the end of the day are worried about organizational performance. In these times, agility is also in focus. Pivot or Perish is much used and abused in the current context. Many CEOs believe that the middle layers of managers are not really required. Others differ.

How do you really build a agile organization? Are a significant number of managers required to be able to remain competitive? Or is it a hindrance?

What kind of investment is required in manager capability building to really make them valuable to the organization?

Is is easy to establish a linkage between manager capability and organization performance?

Can most current managers adapt to the new demands of workplaces of the future? What needs to be done by leaders to enable that?

Guest Speakers (Episode 2)

Sunil Goyal

Mr. Sunil Goyal

Deputy Chief Executive Officer, Sopra Steria India

Vikram Bector

Mr. Vikram Bector

President & Chief Human Resources Officer, Piramal Group

S01 Ep03: Addressing Learning Needs of Managers in Manufacturing

While manager capability is critical in ensuring organizational effectiveness, it becomes even more critical in manufacturing organizations. The role of a manager in manufacturing has many different and added dimensions in comparison to say IT or ITES industry manager.

What additional capabilities and mindsets are required for managers in manufacturing as against some other industries? And why are these important?

How is the role of the manager shifting given the recent pandemic and shift in how work is organized and performed?

The complexity and variety of tasks being performed by the manager is not easy. What differentiates individuals who excel in these roles?

How does one identify and train other individuals to excel in these managerial roles?

Guest Speakers (Episode 3)

Parag Paranjpe

Mr. Parag Paranjpe

Chief Human Resources Officer,
Pulp & Fibre Business (GRASIM),
Aditya Birla Group

Suresh Tripathi

Mr. Suresh Tripathi

Vice President – Human Resource Management, Tata Steel

S01 Ep04: What will Managers need to learn now in the Changing Landscape?

While manager capability is critical in ensuring organizational effectiveness, what it means is changing rapidly over time. With the recent pandemic, it has perhaps changed significantly and for ever.

It appears that manager roles will be even more demanding in the future. So why is that?

What is changing in terms of specific skills and mindsets that will be required of managers in the future? And what is not changing?

What contexts in organizations will change through this pandemic? And therefore what aspects of soft capabilities will managers need to build in the future?

Organizations will become even more cost conscious and require improved productivity of managers. Will they get sandwiched between management and employees? How could they deal with this aspect?

Guest Speakers (Episode 4)

Prabhakar Lingareddy

Mr. Prabhakar Lingareddy

Executive Vice President – HR (Agri-business Division), ITC Limited

Subhro Bhaduri

Mr. Subhro Bhaduri

Chief Human Resources Officer, Aditya Birla Capital

S01 Ep05: Manager’s Choice and Learning – Should Managers really make the Choices about what they learn?

There is one argument that managers should choose what they should learn. This could help both hyper- personalization and deeper learning and engagement. Others believe that learning must be curated based on organization and role requirements? But organizations are focused on capability in context of immediate performance and the individual may well be concerned about future skills and capabilities.

How does one strike a balance between the two approaches? And how does one implement it in practice?

What the downsides of either approach? What could be potential safeguards, especially as demands from a role shift very quickly these days and there is limited time to learn and perform.

And how does one ensure that the manager is not ending up using organizational resources with limited linkage to organizational benefit? Or learning only what the organization guides her to and finds the career being jeopardised?

Guest Speakers (Episode 5)

Meenal Jadhav

Ms. Meenal Jadhav

Global Talent Development Leader – Industrial Automation Business, Schneider Electric

Dr. Swatee Sarangi

Dr. Swatee Sarangi

Global Head – Learning, Leadership & Organization Development,
Dr. Reddy’s Laboratories

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]]> https://thinktalent.co/podcast-season-1-re-imagining-manager-capability/feed/ 0 Cohort-based Coaching for Middle Managers at a Leading Indian Conglomerate https://thinktalent.co/cohort-based-coaching-for-middle-managers-at-a-leading-indian-conglomerate/ https://thinktalent.co/cohort-based-coaching-for-middle-managers-at-a-leading-indian-conglomerate/#respond Tue, 23 May 2023 10:43:46 +0000 https://thinktalent.co/?p=9114 One of the flagship top talent programs for a leading Indian conglomerate targets high-potential middle managers from all group companies. To democratize the capability-building process for these middle managers, we partnered with the conglomerate to implement a comprehensive cohort-based coaching program for a large batch of middle managers.

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Cohort-based Coaching for Middle Managers at a Leading Indian Conglomerate

Category: Coaching

Client: Indian Conglomerate

Project Brief

One of the flagship top talent programs for a leading Indian conglomerate targets high-potential middle managers from all group companies. To democratize the capability-building process for these middle managers, we partnered with the conglomerate to implement a comprehensive cohort-based coaching program for a large batch of middle managers.

Background

We have designed the cohort-based leadership coaching program to help leaders learn alongside like-minded peers facing similar challenges and conditions. Cohorts are typically composed of individuals in leadership positions from the same or different teams. Creating some sort of standard developmental experience while supporting the uniqueness of each individual is key. This approach enables us to extend the coaching experience to other leaders throughout the organization, leading to improved alignment and outcomes. Cohort-based coaching, along with digital tools and virtual methodologies, can effectively drive leadership transformation across teams, allowing organizations to benefit from shared knowledge and experience. 

Program Design

We closely collaborated with the HR team to identify a pool of relevant coaches for the cohort. We handpicked 20+ coaches with relevant functional backgrounds and experiences to coach the entire cohort. The wide pool of coaches allowed a better fit of the coach to coachee post the chemistry process. The matching process and the fit ensured a personalized path for each participant while keeping the overall coaching process consistent across the cohort.

Governance Structure

The program had a strong governance structure around quality checks, progress tracking, and development plan creation to ensure a seamless participant experience. The coaching journey was structured, including 360 feedback surveys and reflection tools to identify strengths, set goals, and track progress. The program utilized digital tools for behavioral baselining with managers and coaches and coach-coachee feedback after each coaching session.

One of the key aspects of this intervention was the process design which kept all stakeholders tied into, involved and adding to the process. The coachee, the manager, Senior Leaders, HR, and the coach – each together played an important role in this deeply integrated intervention.

Impact

The cohort-based leadership coaching program significantly succeeded by empowering participants to achieve their goals. It brought about a transformation in their mindset, leading to a positive impact on their performance. The success of this program proves that coaching platforms, virtual methodologies, and digital tools effectively transform leadership and empower leaders to reach their full potential, driving organizational success.

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