HR Solutions and Consultant

Point Solutions

Manpower optimization & Career planning

1) Background / Client Description

The client is a 5 star deluxe hotel based out of New Delhi. The well-known property is professionally managed and carries the brand of a large international hotel chain. The unit has around 1000 employees and has been profitable.

2) Objectives of the intervention

The organization has been doing well financially but there has been a steady decline in the profitability. One of the major reasons for the same was a continuous increase in the manpower numbers and manpower cost as a percentage of the revenues earned by the hotel. This was putting a pressure on the management to limit increments. Also, the opportunities for performers were getting limited both on the career and compensation side and this was resulting in disengagement

3) Solutions offered by Talentonic

The solution offered by Talentonic was a combination of three solutions namely

  • setting up the leadership agenda for change
  • manpower optimization and
  • career management

After a preliminary diagnostic, the leadership agenda was developed and alignment on the same was ensured through group clarification and buy in sessions. It focused on revenue, cost, profitability, guest satisfaction, people and change management.

The manpower optimization was a detailed exercise wherein each individual role was documented and mapped along with the process flow. Benchmarks were obtained for the same processes across the industry and ideal process and ideal time effort was mapped on all the process. The entire process was then rolled up from a role, shift and span of control perspective to arrive at ideal manpower numbers by shift. The process resulted not only on identifying overlaps and inefficiencies but also gaps in key activities. The same process was taken to the department heads for validation and buy-in. A commitment was then signed on achieving the targeted numbers over defined periods of time.

The career planning framework was created wherein opportunities for growth were created for all stagnant roles like the Room attendants, Floor Managers, F& B Servicer attendants.

4) Results

The organization is now working on a defined agenda. More than 50% of the manpower optimization targets have been achieved. There is a definite plan in the long term to achieve better than targeted benefits over the next 2 years. Also, the employee morale has improved and there is new energy in the system across levels in the organization.

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Developing the Balanced Scorecard for a Housing Finance company

1) Background / Client Description

The client is an NBFC catering to the loan needs of individuals in the informal income segment. They are heavily funded by the best PE firms in the country. The organization has designed a unique credit appraisal system to minimize risk for such investments.

2) Objectives of the intervention

The organization wants to grow from 25 to 200 branches in the next 2 years. For achieving this, the organization wanted help in planning their growth plan and create scorecards at the corporate level and at the branch level using the Balanced Scorecard methodology

3) Solutions offered by Talentonic

Talentonic set the context by meeting the stakeholders and management. Stakeholders included members from 4 separate private equity firms across the globe, all functional leaders, and representatives of the branch team along with the executive leadership team. This was followed by the workshops to create the corporate scorecard and the branch scorecard in a workshop mode. Validation sessions were conducted with the teams to enable them set the targets in the scorecard parameters set. Finally the scorecards were presented to the Board members at the Board meeting

4) Results

The scorecards has been in place for more than 1 year and have process been ingrained as a part of the performance architecture of the organization. The organization has been able to meet most of the targets set

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Developing a leadership model and assessing the emerging leadership team on the same

1) Background / Client Description

The client is a well-known media house in the national and regional news segment across both print and television media.

2) Objectives of the intervention

The objective of the assignment was to define the leadership framework (model), detail out the behaviors and help the organization in identifying the right talent in the organization through assessment centers.

3) Solutions offered by Talentonic

We created the leadership competency model by taking into consideration the company values, business expectations and characteristics of the industry. The model created was then detailed as behaviors across competencies – both desired and undesired

The leadership model was then converted into an assessment model by first creating a tool competency matrix, followed by the design of the tools. A battery of 8 tools was created. Each competency was evaluated by at least one tool and each tool evaluated two competencies. A psychometric test was also used to determine the learning style of the individual for meeting the development agenda goal.

Assessment centers were conducted for 120 emerging leaders in batches of 12 each and each individual was provided with a feedback report. An organization report was also created. We also conducted one on one sessions with each participant with the objective of helping them understand their report and create action plans for themselves

4) Results

The output of the assessments was utilized as an input into the talent management policy. Three category of leaders were created and distinct paths from a career perspective were identified for them. From an individual perspective, the development plan created has been included as a part of their performance plans.

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Developing a compensation policy for a leading Telecom Infrastructure provider

1) Background / Client Description

The client is a leading global passive infrastructure provider. In India, it owns or operates over 12,000 tower sites and has relationships with major wireless service providers across all the telecom circles.

2) Objectives of the intervention

The organization had done many acquisitions in India. This had resulted in an amalgamated manpower mix. This mix had resulted in significant anomalies in the compensation policy. The organization wanted to design a uniform compensation policy with pay ranges and implement the new policy with minimal disruption in the organization

3) Solutions offered by Talentonic

We conducted a detailed diagnostic on compensation to identify the issues. This involved mapping compensation with grades, against key replicable roles, across locations, across business segment and across experience profiles. Key issues were identified in the current policy and data.

A new compensation policy was formulated considering the business objective and market information. The new compensation ranges defined were then mapped to the actual data. A list of green hatter (lower compensation than the min for the range) and red hatters (higher compensation than max in the pay range) was identified. Guidelines for action were developed for each set.

4) Results

The new compensation policy was formulated. Guidelines were created for transition. The policy was made scalable from the perspective of future acquisitions and changes

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