An FMCG Company

Problem Statement: To identify and develop the selected candidates within the organisation for the front-line leadership roles.

K2B Approach:

  1. An Assessment and Development Centre (AC/DC) was designed, developed and deployed
  2. Candidate evaluation based on the competencies for the next role
  3. Creation of reports along with development plan and one-on-one coaching session
  4. Specially designed workshops for upskilling on the required competencies

Impact:

  1. Top performers were promoted to the leadership roles
  2. Participants who missed this promotion were supported in their development plans to be re-evaluated in the next cycle
Methodology to Evaluate was three-fold: live observation, assessment by manager and self as well as performance on tasks given

A Fortune 500 manufacturing unit

K2B Approach:

  1. Our TNI revealed that communication gap created the friction between the Front-line supervisors (FLS) and their teams
  2. A residential workshop intervention designed for building trust, opening communication channels, managing conflict amicably amongst peers, the seniors and their teams
  3. Psychometric Assessment for personality and conflict management style

Impact:

  1. An independent study conducted in the plant found that there was 40% higher employee engagement as compared to the rest of the plants
  2. Post 90 days of the intervention, the FLS reflected 80% learning applied in their behaviour at workplace
  3. Amicable conflict management in the plant and more inter-departmental collaboration post the intervention

A Fortune 500 MNC with over 6000 employee strength PAN India

Problem Statement : To re-engage the suspended employees post strike

K2B Approach:

  1. Designed a 7 day Learning Intervention with series of workshops
  2. Workshops addressed:
    • Emotional needs
    • Skilled them on using their emotions resourcefully
    • Equipped them in people management, group dynamics and elements of engaging them with the organisation by focussing on what has been working for them
  3. Psychometric Profiling conducted in the regional language
  4. Workshops used an amalgamated approach of games, simulations, exercises and self-reflection activities
  5. A continuous 2 years Learning intervention was proposed and accepted post the 7 days Learning Intervention

Impact:

    1. Rehired 97% of the suspended employees
    2. Created a healthy bond between with the management
    3. As per the employee engagement survey conducted by independent agency, the said plant has the highest levels of engagement as compared to the others plants of the organisation.