Case study 1
Case in Point – Largest Indian Energy and Petrochemical conglomerate
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• The largest Indian energy and petrochemical conglomerate; which is the second largest publically traded company in India partnered with Aon. |
• For the CAP and Step-up processes, the assessments were customized to suit RIL competencies and the complexity of the assessment suite was also tailored as per the client levels/ grades. | • Aon ensured that a seamless assessment experience was provided to the participants |
| • The client has initiated two development programs: CAP – the career acceleration program that focuses on identifying the hi-pots who can undergo role enhancement and Step-up – the leadership transition program that focuses on assessing the readiness level of the individuals for the leadership roles | • In the IJP process ,Aon works closely with individual Hiring Managers of the participants to identify and contextualize the key competencies required for the role |
• The assessment tools were tailored to take into account the level complexities |
• Both these programs require a robust assessment process to be conducted to identify individuals who can transition to the leadership roles |
• Aon has conducted around 220 assessments for the CAP program over two cycles, 280 assessments for the Step-up program and 60 IJP assessments, with decisions taken around role fitment of the candidates. • The processes also involve a feedback process with the candidate and IDP creation |
• Feedback sessions were conducted for all participants and Individual Development Plans were created |
• In addition, the organization also has an IJP process in place, wherein role-fitment assessment needs to be conducted |
• For the CAP program, additionally, Aon conducted 1 day IDP workshops to train group leadership level mentors on the construct of the IDP. The Skip level mentors and CAP participants later jointly framed the IDP.in a session facilitated by Aon | • Additionally, there were connects with the participants’ managers for the Step-up and IJP programs to highlight key focus areas of development for the participants |
Case study 2
Case in Point – Large Indian conglomerate with presence in the Aviation, Hospitality and ITes industries
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| • A leading Indian conglomerate with businesses in aviation, travel and hospitality industry was looking to initiate a program assess and develop its CEO-1 leadership across businesses. | • For accurately assessing future potential, a new set of leadership competencies were developed post gaining an understanding of the conglomerate’s strategic imperatives | • Aon ensured that a seamless assessment experience was provided to the participants |
| • Key issues to be addressed through the program were identified as follows: | • Two-fold assessment approach was followed to assess the identified leaders: | • The assessment tools were tailored to take into account the level complexities |
| • Accurately assess high potentials and gauge readiness of the employees for succession to CEO roles | • Individual Assessment for Potential: LEADeR business simulation replicating work like scenarios to assess individual potential on various competencies | • Feedback sessions were conducted for all participants and Individual Development Plans were created |
| • Enabling existing to contribute in a talent review for the identified high potentials | • Climate Assessment for impact: Leaders were assessed for the impact they create on their immediate environment through a 360 degree survey | • 40% of talent assessed accredited through the process Select high potential talent to go through intensive development journeys to prepare for leadership positions within the conglomerate |
| • Chart out the development journey for identified individuals on the basis of the assessment results and talent review outcomes | • CEOs of different businesses were primed o the potential-perception scores of their respective nominations for advocacy in the talent review • Talent review discussions aided critical decisions for possible mobility within the organization and succession planning for identified high potentials |
• 40% of talent assessed accredited through the process Select high potential talent to go through intensive development journeys to prepare for leadership positions within the conglomerate |
