CASE STUDY
Case Study - 1
VALUES AND CULTURES
“A strategy that is at odds with a company’s culture is doomed. Culture trumps strategy every time.”
We believe that cultural intervention can and should be an early priority – a way to clarify what your company is capable of, even as you refine your strategy. Targeted and integrated cultural interventions, designed around changing a few critical behaviors at a time, can also energize and engage your most talented people and enable them to collaborate more effectively and efficiently.
Case Study - 2
PAY GRADING BASED ON JOB EVALUATION
An effective job evaluation helps the employee understand what he is doing well and whether he has capabilities beyond his current job function. For the organization, a job evaluation can help the organization to implement effective salary structures and grow efficiently. Understanding the benefits of a job review to the company can help managers better prepare for, and execute, their employee evaluations.
Case Study - 3
TALENT DEVELOPMENT
A Glimpse of few of our clients reveal the achievement of their business objectives through identification of critical roles, mapping the competency for the roles , assessing the current level of competency proficiency and building a pipeline by identifying the potential performers. .
Our Intervention has a measurable impact study followed up by individual feedbacks and personal coaching to aid the development journey of the potential successors.
Case Study - 4
360 DEGREE FEEDBACK
“The effectiveness of any measure is based on how well that metric can predict an outcome.” And for a 360 Degree Feedback, correlating leaders’ 360 ratings to important organizational outcomes is imperative.
360 Degree Feedback certainly offers that Multi- Perspective Diagnosis which can help identify the leverage points and the development areas of individuals and Leaders.
Lets look at how we do it…
Case Study - 5
PERFORMANCE MANAGEMENT SYSTEM
Today’s managers recognize the impact that measures have on performance. But they rarely think of measurement as an essential part of their strategy.
Executives may introduce new strategies and innovative operating processes intended to achieve breakthrough performance, then continue to use the same short-term financial indicators they have used for decades, measures like return-oninvestment, sales growth, and operating income. These managers fail not only to introduce new measures to monitor new goals and processes but also to question whether or not their old measures are relevant to the new initiatives.
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