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Talentscapes
Q UA R T E R LY
Contents
18
cover story
Unlocking the Secrets of a Best Employer
Godrej Consumer Products Limited
Take a look behind the scenes at a consistent
winner of the Best Employer Award and
what they do that sets them apart.
from Indias
the
08 Overcoming
04 Insights
Business HR
Changing Face of
Alignment Practices
24
Measuring the
Business Impact of
Employee Selection
Systems to Improve
Performance
the
14 Bridging
Differences on
Indias Workforce
as
28 Leaders
Coaches:
Developing Talent
with Compassion
Cross-border
Deals in Japan
34
Assessing the
Long-term Viability
and Sustainability
of Family-led
Businesses
Dear Reader,
Id like to wish you a very warm welcome to 2015, and it
is with great excitement that as this year begins, I bring to
you the inaugural issue of Talentscapes Quarterly. Our
aim is to make this quarterly the pre-eminent repository of
knowledge and exchange of ideas on talent and leadership
between you and Aon Hewitt. Your feedback encouraged
us to create this interface, presenting an opportunity to
engage with our global experts and proactively present
research on topical issues.
The jury is still out on the Prime Ministers ambitious
Make-in-India campaign, as a real shift in policy is yet to
be seen, but to me this is the most hopeful period for the
Indian economy.
In the current environment of confidence, business and HR
leaders are focused on prioritizing the people agenda to
maximize their chances of success. Productivity, innovation
and efficiency are as important for HR as they are for
product development and manufacturing.
As organizations look towards a turning of the cycle over the
next few quarters, the focus is on leadership development.
Organizations face a scarcity of the right talent and therefore,
Talentscapes Quarterly
India Volume 1 Issue 1
www.aon.com/india
Sandeep Chaudhary
Chief Executive Officer,
Aon Hewitt Consulting India
For more information, please write to us at
talentscapes@aonhewitt.com
Editor-in-Chief
Sandeep Chaudhary
Editor
Sushil Bhasin
sushil.bhasin@aonhewitt.com
Editorial Team
Anjulie Kalsia
anjulie.kalsia@aonhewitt.com
Marketing & Branding
Seema Dhawan
seema.dhawan@aonhewitt.com
Volume 1 Issue 1
Talentscapes Quarterly
Volume 1 Issue 1
Pete Sanborn
Talentscapes Quarterly
Aon Hewitt
Selection and Assessment
Predictive Hiring
ADEPT-15
Customized assessment
solutions for hiring
Overcoming the
Changing Face of
Indias Workforce
There is no doubt that the
world around us is changing at
an exponential rate, in no small
part because of the influence
that technology has on so many
aspects of our lives. As our
environments become more
flexible, organizations cannot
remain stagnant and have to
follow suit, becoming more
flexible and efficient themselves.
In parallel with these changes
and perhaps the driving factor
behind some of these changes,
are the fundamental shifts
occurring to the demographics
of the employee pool.
As the current workforce ages
and older employees retire, the
percentage of Baby Boomers
and members of Generation
X will reduce, and Generation
Y and Z will contribute to a
majority of the workforce.
Simultaneously, more women
are entering the workforce,
and companies recognize the
advantages of having a more
gender-equal employee pool.
With these demographic
changes, the expectations and
demands that are placed on
employers are also changing,
and companies need to take
this into account to ensure
that their employees remain
engaged at work. While many
companies around the world
might be experiencing similar
Talentscapes Quarterly
Volume 1 Issue 1
Frequently occurring
improvement drivers:
career opportunities
Recognition
Brand alignment
People/HR practices
Senior leadership
Organizational Approaches
to Diversity
Before delving into what employees are saying, it
is important to consider how companies as a whole
are addressing diversity in the workplace. When
comparing Top Companies for Leaders in India with
other companies in the country, Top Companies
are, in fact, less likely than other companies to list
diversity as one of their top 3 leadership activities.
Within India, Top Companies are also less likely
than other companies to be making a strong effort
to increase female representation in leadership
positions. However, companies in both the Asia
Pacific and Global pools show the opposite and
expected trend, with Top Companies making
more of an effort than other companies, as can be
seen in Figure 1.
However, this is not to say that Indian Top
Companies do not recognize the value of diversity
within the workforce; these companies are more
likely than other companies in India to include
increasing diversity of their leadership groups as a
formal part of their leadership strategy. Indian Top
Companies also use various aspects of diversity as
a criteria for evaluating their processes more often
than other companies do.
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Talentscapes Quarterly
Career Opportunities
One key improvement driver across all employee
levels, regardless of generation or gender is Career
Opportunities. Across genders and generations,
one third of employees feel that they do not have
sufficient career opportunities. Generation Y in
particular is less satisfied with their learning and
development opportunities. Along with challenging
work, Generation Y also ranks training programs
as a highly preferred development opportunity,
emphasizing their desire to keep learning.
Enthusiasm for training and development is beneficial
not just to the employees but also to organizations,
especially since Generation Y comprises a large sum
of the workforce. While training will of course be an
ongoing investment made by organizations, as long
as they are able to keep employees engaged, they
will reap the benefits of a more skilled and highly
trained workforce.
Recognition
Another improvement driver that appears frequently
across genders, generations and organization types
1 in 3 employees is
considering leaving
their organization. Baby
Boomers are less likely
to consider leaving than
younger generations
out of 5 employees feel
4
their companies inspire
them to do their best work
every day
Around 7 out of 10
employees, regardless
of gender and generation,
are satisfied with their
work-life balance
Volume 1 Issue 1
11
Generation X:
Pay
Generation Y:
Generation Z:
Males:
Diversity
Benefits
Resources
Brand alignment
Work tasks
Conclusion
With the demographics of the employee
population changing as older generations retire,
younger generations take over and more women
enter the workforce, organizations need to address
Senior leadership
Females:
Managing
performance
Organization
reputation
Anjulie Kalsia
Associate Consultant,
Aon Hewitt
12
Talentscapes Quarterly
Aon Hewitt
Rewards
Total Rewards
Statements (TRS)
An impactful approach to communicating your Total Rewards program
Aon Hewitt brings to you the Total Rewards Statements with the
objective of translating complex rewards packages into easy to
understand and internalize statements. The tool will help you in
enhancing employees understanding of rewards programs, define and
articulate elements of rewards and showcase the differentiation.
The comprehensive and robust online portal will allow you to share
unique and customized Total Rewards Statements for each employee,
helping them see the value of their Total Rewards package.
Total Rewards Statements Showcase the value, build engagement.
For further details and queries, please write to us at
total.rewards@aonhewitt.com
14
Talentscapes Quarterly
Decision-making
Styles
Naturally, the above factors
manifest themselves a little
differently, depending on the
relative situations of the buyer
and the seller. Much has been
written about the differences in
decision-making styles between
companies in the West and Japan,
with the general consensus
that there is greater respect for
the ability to be decisive in the
Western context. This is not to
say that the seeking of consensus
assumes less importance, but the
ability to motivate a team quickly
towards a decision is perhaps as
important and implies clarity in
thought process. Furthermore,
in cases of impasse, the ability
to set a direction quickly from a
Volume 1 Issue 1
15
Communication Challenges
Communication is a skill that requires highly specialized
competencies at the best of times. The content,
medium, messenger and timing are all critical for
ensuring that all resources within the organization are
adequately informed and motivated regarding the
purpose and challenges associated with the integration.
In Japan, especially in the acquisition of a traditional
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Talentscapes Quarterly
Cultural Acceptance
Much is said about culture in any crossborder deal. This is often emphasized in the
Japanese context, given the much-touted
uniqueness of the culture. To some
extent, the combination of culture and
language does contribute to the difficulties
encountered in effecting cultural integration
or change. However, the differences,
especially in the last 15-20 years, have
become less apparent and often manifest
themselves more subtly. These differences
are often less noticeable at the time of
agreement and negotiation and only truly
manifest themselves during integration.
Having a strategic approach to influencing
both corporate culture (what a company
stands for, how work is conducted and
attributes that define the organization) and
national culture to define the overall culture
of the newly integrated entity becomes a
critical element for ensuring deal success.
In the context of Japan, for many
non-Japanese acquirers, distinguishing
between what aspects of the culture
I n the Japanese
and Asian
contexts,
communication
is much more
about trust and
relationships.
It is critical to
get beyond the
stolid veneer so
as to dialogue
effectively about
intrinsic issues.
Data Source:
1 Froese, F. and Goeritz, L.,
Integration Management of
Western Acquisitons in Japan,
Asian Business & Management,
2007, 6.
Steve Kusumi
Partner, McLagan
Jaidev Murti
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20
Talentscapes Quarterly
Nisaba Godrej
Executive Director,
Godrej Consumer
Products Limited
The grand
score can be
anything, but
the true impact
of engagement
has to happen
on a daily basis
in terms of how
teams work
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22
Talentscapes Quarterly
Vivek Gambhir
Managing Director,
Godrej Consumer
Products Limited
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24
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Much emphasis is
given to the selection
criteria of an employee
to make sure that he/
she is productive
enough to deliver
economic efficiency
Financial Metrics
To most organizations, financial impact is a primary concern
and needs the most careful evaluation of the right
practices for desired results. Much emphasis is given to the
selection criteria of an employee to make sure that he/she is
productive enough to deliver economic efficiency. Analysis
of an employees impact on the economic productivity of
an organization needs data that can be drawn from multiple
business metrics tracked by the organization or could come
from the team or business units financial metrics to evaluate
the efficacy of the employee selection system.
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Talentscapes Quarterly
Ishita Bandyopadhyay
Senior Consultant,
Aon Hewitt
Volume 1 Issue 1
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Talentscapes Quarterly
Leaders serving as
coaches need to be
trained rigorously
before being entrusted
with a coaching
responsibility.
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Data Source:
1 Aon Hewitt Top Companies for Leaders 2011 Study Insights and Best Practices - Asia Pacific, 2012
2 Boyatzis, Richard & McKee, Annie. 2005. Resonant Leadership. Harvard Business Review Press.
3 Frisch, M. (2001). The emerging role of the internal coach. Consulting Psychology Journal:
Practice and Research, 53(4).
4 Lilius, J. M., Worline, M. C., Dutton, J. E., Kanov, J., Frost, P. J., & Maitlis, S. (2003, August). What
good is compassion at work? Paper presented at the meeting of the Academy of Management
Meetings. Seattle, WA
Eklavya Sinha
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Talentscapes Quarterly
Aon Hewitt
Selection & Assessment
Write to vishal.singh.6@aonhewitt.com
or visit us at www.aon.com/india
Engaging Employees
for Change
Q: What apprehensions hold back employees
from accepting change?
@Being HR Fear of the unknown, whats in it for
me, own comfort zone, more responsibilities, may
hold back employees from accepting change.
@Vivekparanjpe Logic for change has to
be explained. Need for change must be felt.
Conviction of leaders has to be seen.
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Talentscapes Quarterly
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Renewability
Ensure continuous
organization renewal
and evolution of
products and service
Agility
Respond to
change and
developments
in the external
markets
Sustainability
Sustain current
products and
services for
continuous topline
and bottomline growth
36
Talentscapes Quarterly
3. Leadership Commitment
For family-led businesses, commitment to having
Volume 1 Issue 1
37
Peoples actions
determine enterprise
success, and an
engaged workforce is
crucial for this success.
Lokesh Nigam
For more information, please write to us at talentscapes@aonhewitt.com
38
Talentscapes Quarterly
Aon Hewitt
Aon Hewitt Learning Center
About Aon
Aon plc (NYSE:AON) is the leading global provider
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and through industry-leading global resources and
technical expertise. Aon has been named
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industry sources. Visit aon.com/india for more
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partnership with Manchester United.
Aon plc 2014. All rights reserved.
The information contained herein and the statements expressed
are of a general nature and are not intended to address the
circumstances of any particular individual or entity. Although we
endeavor to provide accurate and timely information and use
sources we consider reliable, there can be no guarantee that such
information is accurate as of the date it is received or that it will
continue to be accurate in the future. No one should act on such
information without appropriate professional advice after a thorough
examination of the particular situation.
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