A leading garment export house based out Gurgaon, had grown big in terms of people and turnover over the last 7-8 years of it’s operation. However, in it’s race of chasing growth many crucial components of the organization’s design &structure got ignored. Hence the organization, wanted to go for a wide planned change & renewal process. It wanted to instill a professional spirit in its people and create a process-focus in its ways of working. At the same time, it wanted to create a new organization design & structure and develop a framework of performance management
Diagnose the organization dynamics and suggest capability development areas in which :
This HR consulting exercise paved the way of overall organization effectiveness and resulted in an improvement in revenue and customer satisfaction. It also made the client embark upon a capability development initiative.
One of the largest chemical makers in the world wanted to develop the relevant competencies of it’s identified high potential middle managers so that they could be made a part of the succession pipeline. The challenge faced by the client was to identify which competencies were most relevant and what could be the best way to develop those competencies for sustainable results. The organization wanted these high-potentials to learn what great leadership was all about and enable them to perform their future roles better.
Growthsqapes created a bespoke 6 month competency development journey in which :
The intervention was successful in creating noticeable shifts in competencies in about 60 % of the participants. It resulted in more than expected number of people becoming ready for the next role.
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The organization faces a critical challenge with a predominantly masculine culture, requiring a strategic approach to address the gender imbalance. This culture is not perpetuated intentionally but exists due to unconscious biases deeply embedded in psychosocial norms, potentially leading to inadvertent reinforcement of patriarchal values. This environment risks diminishing gender sensitivity and inclusivity. Moreover, the current gender diversity policies are overly focused on regulatory compliance, lacking in fostering genuine cultural change. Management recognizes the imperative to evolve gender diversity and sensitivity from mere policy adherence to integral core values that shape the organization’s culture.
Our solutioning approach encompassed a comprehensive two-day workshop titled “Unveiling Layers: A Psychodynamic Approach to Gender Sensitivity and Inclusivity.” Day one focused on understanding unconscious gender dynamics, featuring activities like an unconscious bias quick test, delving into the psychodynamics of gender, and employing Freudian theories to analyze and dismantle unconscious biases and stereotypes. Day two transitioned to transformation and implementation, with hands-on exercises in gender-sensitive communication, conflict resolution simulations, and action planning for both organizational and personal commitment to gender inclusivity, culminating in the creation of a Gender Accountability Mechanism for Experience (GAME) to ensure sustained progress and cultural transformation, linked to organizational Balance Score Card (BSC).
The workshop ignited a revelation among leaders about ingrained biases, catalyzing a determined shift towards inclusive practices and a profound cultural transformation within the organization.
A leading Indian media company was taken over by a business house. The new management felt that their business vision and management style was not comprehended well enough by the existing managers. At the same time, the new management felt that the organization also needed to be attuned to the modern times and business realities. The top leadership team wanted to the managers to take fresh business-building actions so that the organization could be carried forward by abandoning the undesirable legacy elements.
We diagnosed the organization dynamics & created a unique intervention in which :
The intervention paved the path for embedding the new vision into leadership competencies. The new roles and responsibilities resulted in raising the revenue numbers by 20% within 6 months.
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A leading Indian airline got acquired by a business group. As part of an exercise to re-assess the role fitment of the target group and consequently identify new candidates for development, promotion and succession planning , the organization wanted to conduct an Assessment Centre that included both psychometric assessments and other behavioural assessment tools The organization was looking for a partner who could conduct an assessment center for 1800 participants for them to help select the right individual for the right role.
After a thorough analysis of the competency framework & JDs and doing prework interviews across hierarchies, Growthsqapes curated an Assessment Center that included psychometric and customized behavioural tools. The AC was administered online and each person was given a detailed report with IDPs.
The organization was able to select the right candidates to be promoted for the right role on the basis of the assessment scores. The results also helped them to re-align job roles, create a successor pool, chalk a development plan for participants and roll out a new rewards & recognition program.
An Indian start-up in the space of AI and edutainment had grown big since it’s inception 5 years back. However while chasing growth, the organization structure & design and many HR processes got entangled into confusion and non-compliance. The organization was looking for a partner who could re-design the organization structure, lay down the roles and responsibilities more clearly and take up some HR processes so that the entire HR function gets more streamlined to the mission and vision of the organization and to the industry.
After a thorough analysis of the existing organization structure and design and conducting a benchmarking exercise, Growthsqapes created a new organization structure. Roles and responsibilities were re-written and circulated to employees. Growthsqapes also took over the entire HR cycle from entry to exit
The organization was able to re-align the roles as per industry and market standards which resulted in higher productivity , better efficiencies and improved effectiveness in people management. The outsourcing of the HR process ensured 100% compliance and improved employee experience.
A world leading independent managed security services provider had it’s own set HR policies since inception. However the organization saw that those policies were no longer aligned to business realities as the industry and the workforce had changed. The organization was looking for a partner who could create new HR Policy Manual, a new Performance Management System, a new On-boarding & Induction Manual creation and recommend a new Compensation &Benefits policy along with changes in organization structure and design.
Growthsqapes conducted a thorough analysis of the existing policies for which the organization had sought a review. It conducted an industry benchmarking exercise and created a new set of policy manuals. Growthsqapes also recommend a new Compensation &Benefits policy along with changes in organization structure and design.
The organization was able to re-align the roles as per industry and market standards which resulted in higher productivity , better efficiencies and improved effectiveness in people management. The outsourcing of the HR process ensured 100% compliance and improved employee experience.
One of India’s largest drug makers could realize that the need to develop the competency of impactful communication among its leaders to enable them to communicate well and in the process, influence cross functional stake holders. The intent behind the same was to ensure that leaders are able to manage their stake holders well, develop a mindset of collaboration and produce a win-win outcome for all the stake holders.
GrowthSqapes took a customized approach whereby :
The impactful communications program strengthened the leadership team as a cohesive single management entity. This had a positive effect on the next level of managers in terms of overall effectiveness.
A Japanese MNC in India in the space of manufacturing of medical devices and blood bags was acquired by a US based MNC. While the acquisition in books happened seamlessly, there emerged challenges due to differences in ability to communicate with each other. The homegrown managers of the acquired organization faced a challenge in communicating with the new stakeholders and consequently did not take much ownership in communicating. A fear psychosis prevailed which was hurting the spirit of collaboration. Hence the organization embarked upon a learning journey to improve the business communication skills among managers of the acquiring organization.
Creation of a customized solution in which :
The intervention was a success, which resulted in the client becoming ready to embark on another developmental journey.
Owing to many new recruits with sub standard skills in customer handling and sales, this Indian retail merchandize seller of home décor and furniture wanted to train its frontline staff on customer centricity and sales for delivering a unique and branded customer experience for its customers.
A highly customized solution approach in which :
The intervention successfully resulted in getting attention from the management of the company and improvement in CSAT score by 18% at the store level.
The organization being a service organization faced the challenge of providing excellent customer experience. Their frontline was required to be taken through the nuances of customer centricity as they lacked the basic concepts of customer centricity and lacked appropriate telephone handling skills, customer management & handling skills, complaint management, negotiation skills, etc. The senior management mandated GrowthSqapes to take them through a learning intervention to remedy this and to develop and nurture their team members.
A customized approach was taken that included:
The intervention was a success, resulting in developing internal talent and promoting a culture of customer centricity that facilitated the delivery of an excellent customer experience.
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A leading airline in India had entered the cargo business by floating a start-up. The sales leaders of the start-up needed to work along with the leaders of the parent organization. The Strategic Leadership Team faced the challenge of being unable to overcome some hurdles in integrating the two teams and creating a productive synergy. This was owing to the recruitment of several new recruits in the start-up from diverse industries and the legacy behaviour of the existing team in the parent. The brand and their subsequent business success was getting threatened.
Creation of a customized solution in which :
The intervention was a success drawing widespread appreciation from the leadership team and resulting in improved collaboration amongst the functional leaders.
