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Navigate across contexts to create tangible impact Gain leaders’ trust to sharpen the human capital

Navigate across contexts to create tangible impact

Navigate across contexts to create tangible impact Gain leaders’ trust to sharpen the human capital agenda

Gain leaders’ trust to sharpen the human capital agenda

Gain leaders’ trust to sharpen the human capital agenda Understand business imperatives, connect people initiatives

Understand business imperatives, connect people initiatives

Gain leaders’ trust to sharpen the human capital agenda Understand business imperatives, connect people initiatives
Flagship certificate courses for HR professionals Bespoke HR capability journeys for organizations Alumni refer someone
Flagship certificate courses for HR professionals Bespoke HR capability journeys for organizations Alumni refer someone

Flagship certificate courses for HR professionalsBespoke HR capability journeys for organizations Alumni refer someone for an AHLC course Is the

Bespoke HR capability journeys for organizationsFlagship certificate courses for HR professionals Alumni refer someone for an AHLC course Is the median

Bespoke HR capability journeys for organizations Alumni refer someone for an AHLC course Is the median
Alumni refer someone for an AHLC course Is the median participant experience Alumni feel empowered
Alumni refer
someone for an
AHLC course
Is the median
participant
experience
Alumni
feel empowered
to drive business
results
HR leaders
are a part of
our alumni
community
HR
professionals
have received
training via our
courses
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings

Registration

Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings

Comprehensive

Assessment

Assignment Learning Lab Online Discussion E-Learnings
Assignment
Learning Lab
Online Discussion
E-Learnings
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings
Registration Comprehensive Assessment Assignment Learning Lab Online Discussion E-Learnings
Winning People Strategies Talent Supply Personal Effectiveness Capability Development Performance Management
Winning People Strategies
Winning
People
Strategies
Talent Supply Personal Effectiveness
Talent
Supply
Personal
Effectiveness
Capability Development
Capability
Development
Performance Management
Performance
Management
Compensation & Rewards Managing and Leading Change
Compensation
& Rewards
Managing
and Leading
Change
Compensation & Rewards Managing and Leading Change Being a Business Driver Final Assessment Day 1 Day
Compensation & Rewards Managing and Leading Change Being a Business Driver Final Assessment Day 1 Day
Compensation & Rewards Managing and Leading Change Being a Business Driver Final Assessment Day 1 Day
Compensation & Rewards Managing and Leading Change Being a Business Driver Final Assessment Day 1 Day
Compensation & Rewards Managing and Leading Change Being a Business Driver Final Assessment Day 1 Day
Being a Business Driver
Being a
Business
Driver
Final Assessment
Final
Assessment
Leading Change Being a Business Driver Final Assessment Day 1 Day 2 Day 3 Day 4
Day 1 Day 2 Day 3 Day 4 Assessment
Day 1
Day 2
Day 3
Day 4
Assessment
Final Assessment Day 1 Day 2 Day 3 Day 4 Assessment Learning journey spanning across four

Learning journey spanning across four contact classes and a comprehensive online assessment

Online Learning Modules*

classes and a comprehensive online assessment Online Learning Modules* Online Discussion Boards* *Active for one year

Online Discussion Boards*

*Active for one year

Class Participation Final Assessment Assignments Online Discussion E-Learnings • Final Assessment can only be taken
Class Participation Final Assessment Assignments Online Discussion E-Learnings • Final Assessment can only be taken
Class Participation Final Assessment Assignments Online Discussion E-Learnings • Final Assessment can only be taken
Class Participation Final Assessment Assignments Online Discussion E-Learnings • Final Assessment can only be taken
Class Participation Final Assessment Assignments Online Discussion E-Learnings • Final Assessment can only be taken

Class Participation

Final Assessment Assignments
Final Assessment
Assignments
Online Discussion
Online Discussion

E-Learnings

Final Assessment can only be taken after attending all eight modules

Minimum 50% is required in the final assessment

At least 50% aggregate score is required to complete the certification

50% is required in the final assessment • At least 50% aggregate score is required to
50% is required in the final assessment • At least 50% aggregate score is required to
50% is required in the final assessment • At least 50% aggregate score is required to
50% is required in the final assessment • At least 50% aggregate score is required to
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people
Outcomes • Align business and people strategies • Measure how well your company’s current people

Outcomes

Align business and people strategies

Measure how well your company’s current people strategy is supporting the needs of your business and design a people strategy for sustainable competitive advantage

Understand the role transition of HR and what Next Generation HR should do to drive business results

Objectives
Objectives

Winning People Strategies

E-learning- What HR Needs to Know about Business ; Winning People Strategies

Understand the strategic style and core capabilities of different organizations through SWOT analysis and derive a compelling work environment and relevant employee competencies for different organizations

Understand how to align talent supply strategy with business strategy and reflect on own organization’s talent supply strategies

Understand how align the reward strategy with business and strategy and reflect on own organization’s high performance

Understand capabilities requirement for different organizations and reflect on own organization’s capability growth strategy

capabilities requirement for different organizations and reflect on own organization’s capability growth strategy
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives Personal Effectiveness for Next Gen HR Pre Work: ADEPT15TM Personality Assessment • Introduction to
Objectives
Objectives

Personal Effectiveness for Next Gen HR

Pre Work: ADEPT15TM Personality Assessment

Introduction to Next Generation HR and discussion on competencies required as HR moves from a “business partner” to a “business driver

Understanding

ADEPT-15

the

factors

of

personality

measured

by

Appreciating different personality styles and their impact on working relationships

Creating development plan for personal effectiveness

• Creating development plan for personal effectiveness Outcomes • Understand your personality, leadership style,

Outcomes

Understand your personality, leadership style, and work style, as well as your strengths and how to improve your effectiveness

Understand the expected capabilities for next generation HR and recognize your strength and development needs

Explore how your behaviors are influencing your performance and relationships with others at work

development needs • Explore how your behaviors are influencing your performance and relationships with others at
Talent Supply Objectives
Talent Supply
Objectives

eLearning : Talent Supply

Analyze and providing input for the pro's and con's of the different channels (agencies, direct applications, etc.)

Identify the pro's and con's of buying versus building internal talent. Developing new and creative ways of sourcing

Identify manpower requirements, assisting in the coordination the development of a quarterly recruitment plan

Advise and guide interviewers and assessors on the different components used throughout the selection process and explain onboarding and orientation

the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,
the selection process and explain onboarding and orientation Outcomes • Understand the company’s competition,

Outcomes

Understand the company’s competition, market trends and business cycles and their impact on the availability of qualified and/ or experienced candidates

Design and training interviewers and assessors on the methodology and processes used in candidate selection

Understand the components and process which would need to be considered when developing the recruitment strategy

Objectives
Objectives

Capability Growth

eLearning : Partnering to Build Tomorrow’s Capabilities

Identify how changes in the business strategy impact the organizational capability and employee competencies an organization requires

Learn to engineer capabilities for the future through line inputs on changing business strategies and focus on those critical few areas which will be important for future performance

Understand the impact/performance matrix and determine the priorities when you make investments in training and development

when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that
when you make investments in training and development Outcomes • Determine the organization capabilities that

Outcomes

Determine the organization capabilities that your company needs to execute its business strategy

Define the specific competency requirements for key roles

Set the right priorities to deliver the most value to the business

Learn to use inquiry skills when communicating with leaders and improve your reliability

Objectives
Objectives

Performance Management

eLearning : Performance Management

Identify challenges in the design and development of performance systems requirements. Recommending and designing appropriate performance planning process based on current culture and business strategy

Develop principles and guidelines for communicating and cascading business goals to business lines and employees

Employ key knowledge and experience to develop principles and practices for performance review. Designing performance review process covering how to evaluate achievement of goals including measurements, pitfalls and relevant examples. Design and develop a recognition program

relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and
relevant examples. Design and develop a recognition program Outcomes • principles Developing and

Outcomes

principles

Developing

and

guidelines

of

linking

employee

goals

to

business

goals

to

support

performance strategy

 

Proactively identifying any challenges or difficulties for managers

Ensuring

a

fair

and

transparent

process

of

recognizing employees

 
Objectives
Objectives

Compensation and Rewards

eLearning : Compensation Theory and Reality

Understand how to align your reward strategy with your business strategy, explore how different business strategies require different people strategies

Choosing Comparators & Benchmark Positions

Market Pricing Skills Practice

Talking to the Business About Pay

h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P
h e B u s i n e s s A b o u t P

Outcomes

 

Articulating

the organization's compensation

strategy

managers

and employees

Conducting job matching to select appropriate job by function and level to vendor's database.

Refining salary structure based on market information and business needs

Managing annual budgeting exercise to determine salary increases by performance and pay position

Objectives
Objectives

Being a Business Driver

eLearning : Being a Business Driver :

What the line Really Wants

Understand the traits of a Trusted Advisor

Explore what the stakeholders in your life want and give it to them the way that they want it

Practice engaging the business the art of listening, how to give advice, framing the issue through various activities

Understand how investments in talent supply, capability growth and high performance drive business performance

Practice

to

build

different lessons

performance • Practice to build different lessons a compelling business case combining maximize your Outcomes

a

compelling

business

case

combining

build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between
build different lessons a compelling business case combining maximize your Outcomes • Understand the linkage between

maximize

your

Outcomes

Understand the linkage between human resource results and business performance, and learn effective skills to communicate with business departments

Use

data

to

set

investment profit

priorities,

and

Learn the importance of transforming from functional role to process

Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the
Outcomes • Have a deep understanding of change and accompanying difficulties and challenges, learn the

Outcomes

Have a deep understanding of change and accompanying difficulties and challenges, learn the lessons of success or failure of change programs

Learn HR’s role and impacts in change process

Learn to use Hewitt’s 5C change model to manage the process

Objectives
Objectives

Managing and Leading Change

eLearning : Managing and Leading Change

Introduction to psychology of change and understand different forms of change resistors within the organization. Understand the importance of communication in managing change ,conducting stakeholder analysis for transformation and communication plan for change

Understand the impact of change and the knowledge, behaviors required to be change ready. Determine behaviors to stop/start/continue for transformation, identify and prioritize action steps

Identify stakeholder issues that will help and hinder change before completing the change impact assessment in culture, structure, process of job areas

assessment in culture, structure, process of job areas • Develop critical skills to lead large and

Develop critical skills to lead large and small change initiatives in your organization

Anandorup Ghose leads Aon Hewitt’s Rewards practice for South Asia. Prior to this role, he
Anandorup Ghose leads Aon Hewitt’s Rewards practice for South Asia. Prior to this role, he
Anandorup Ghose leads Aon Hewitt’s Rewards practice for South Asia. Prior to this role, he
Anandorup Ghose leads Aon Hewitt’s Rewards practice for South Asia. Prior to this role, he

Anandorup Ghose leads Aon Hewitt’s Rewards practice for South Asia. Prior to this role, he managed several client relationships in the Middle East, Asia Pacific and India in the areas of executive compensation design and benchmarking, long term incentive plan design, sales incentive plan design, governance structure definition, remuneration committee advisory etc.

Moreover, he has also worked on some large scale merger integration projects with clients in the region, primarily in the field of telecom, financial services and oil and gas. His key clients include the Aditya Birla Group, Mahindra, Genpact and Tata Consultancy Services.

Anandorup is a regular speaker at several executive compensation forums in industry associations such as All India Management Association, FICCI, and Anchorage Society for Human Resource Management.

He is ardent reader of the Economist and whenever time permits he loves to travel and experience new cultures.

Anandorup Ghosh Dean, Aon Hewitt Learning Center Anandorup's Mantra Culture eats strategy over breakfast Peter
Anandorup Ghosh
Dean,
Aon Hewitt
Learning Center
Anandorup's Mantra
Culture eats strategy
over breakfast
Peter Drucker
Ghosh Dean, Aon Hewitt Learning Center Anandorup's Mantra Culture eats strategy over breakfast Peter Drucker
Ghosh Dean, Aon Hewitt Learning Center Anandorup's Mantra Culture eats strategy over breakfast Peter Drucker
Ghosh Dean, Aon Hewitt Learning Center Anandorup's Mantra Culture eats strategy over breakfast Peter Drucker
Vamsi leads the Rewards Consulting practice for ITeS Industry vertical for Aon India and handles
Vamsi leads the Rewards Consulting practice for ITeS Industry vertical for Aon India and handles
Vamsi leads the Rewards Consulting practice for ITeS Industry vertical for Aon India and handles
Vamsi leads the Rewards Consulting practice for ITeS Industry vertical for Aon India and handles

Vamsi leads the Rewards Consulting practice for ITeS Industry vertical for Aon India and handles some of the key relationships in this space. Vamsi is the Captives subject matter expert and has partnered with clients while pitching for on shore opportunities.

Vamsi has led many compensation benchmarking, diagnostic and design projects in the ITES & IT sector. He has led complex projects involving benchmarking and design, job evaluation, rewards benchmarking, pay range design and compensation structuring. He also partners with clients in workforce optimization and spend optimization initiatives.

Vamsi brings diverse industry experience, notably from the Technology and FMCG sectors. Prior to Aon he was with Nokia India in Chennai as a lead in setting up their HR Shared services operations support Nokia Globally.

His key clients include JP Morgan, WNS, Barclays, Deloitte and RBS among others.

Vamsi has masters in Human Resource Management from XLRI, Jamshedpur and a Bachelors in Mechanical Engineering.

XLRI, Jamshedpur and a Bachelors in Mechanical Engineering. Vamsi Karavadi Senior Consultant Rewards Consulting
Vamsi Karavadi Senior Consultant Rewards Consulting (ITES), India Vamsi's Mantra Opportunity lies where
Vamsi Karavadi
Senior Consultant
Rewards Consulting
(ITES), India
Vamsi's Mantra
Opportunity lies
where challenges are
Jack Ma
Senior Consultant Rewards Consulting (ITES), India Vamsi's Mantra Opportunity lies where challenges are Jack Ma
Senior Consultant Rewards Consulting (ITES), India Vamsi's Mantra Opportunity lies where challenges are Jack Ma
Senior Consultant Rewards Consulting (ITES), India Vamsi's Mantra Opportunity lies where challenges are Jack Ma
Sankalp is an experienced consulting professional with more than 12 years of experience (10 plus
Sankalp is an experienced consulting professional with more than 12 years of experience (10 plus
Sankalp is an experienced consulting professional with more than 12 years of experience (10 plus
Sankalp is an experienced consulting professional with more than 12 years of experience (10 plus

Sankalp is an experienced consulting professional with more than 12 years of experience (10 plus in HR consulting with Aon Hewitt, Accenture Strategy and Mercer Consulting and the balance in a APAC wide Total Rewards role with Baxter Healthcare). He has a specialization in organization effectiveness, leadership development, and HR merger management, with experience in India and in the larger Asia Pacific region.

At Aon Hewitt, he leads the leadership development sub practice nationally and works with clients on organization effectiveness and talent/leadership development related interventions. He works primarily with large business houses on designing, implementing, sustaining and measuring RoI from group wide programs.

Sankalp is a certified Hogan assessor and coach. Some of his key clients include - Ashland Inc, Aditya Birla Group, BAE Systems, Birla Tyres, Cairn Energy, Celestica, HDFC Bank, Max Group, Microsoft, Mylan Laboratories, Patni Computers, Renesas Electronics, SMS Siemag, Tata Communications, Tata Motors, Fuji Xerox and Vedanta Resources.

Sankalp has a Masters degree in Economics from the Delhi School of Economics.

degree in Economics from the Delhi School of Economics. Sankalp Mohanty Leader, Aon Hewitt Knowledge Center
Sankalp Mohanty Leader, Aon Hewitt Knowledge Center Sankalp’s Mantra Innovation distinguishes between a leader and
Sankalp Mohanty
Leader,
Aon Hewitt
Knowledge Center
Sankalp’s Mantra
Innovation distinguishes
between a leader and
a follower
Steve Jobs
Aon Hewitt Knowledge Center Sankalp’s Mantra Innovation distinguishes between a leader and a follower Steve Jobs
Aon Hewitt Knowledge Center Sankalp’s Mantra Innovation distinguishes between a leader and a follower Steve Jobs
Aon Hewitt Knowledge Center Sankalp’s Mantra Innovation distinguishes between a leader and a follower Steve Jobs
Kartik has more than 13 years of experience across both Consulting and Corporate organizations. In
Kartik has more than 13 years of experience across both Consulting and Corporate organizations. In
Kartik has more than 13 years of experience across both Consulting and Corporate organizations. In
Kartik has more than 13 years of experience across both Consulting and Corporate organizations. In

Kartik has more than 13 years of experience across both Consulting and Corporate organizations. In his 3+ years stint with Aon Hewitt, Kartik has assisted firms across industries such as Pharmaceutical, Manufacturing, Energy, Telecom, Consumer Durables, IT and ITeS with their human capital challenges in a diverse set of areas ranging from Organization Strategy Map/ Scorecard Design, Organization Structuring, Role Definition & Mapping, Job Evaluation & Grade Structure Design, Performance Management, Competency Framework Design, Assessments, Reward Strategy Design, Variable Pay Design, Pay Range Design and Global Mobility.

Kartik has managed several key clients in these sectors. He has authored articles for the client newsletter and has also presented in conferences/ seminars.

Prior to Aon Hewitt, Kartik worked with Bharti Airtel in Human Resources as a Deputy General Manager - Total Rewards and Organizational Effectiveness. Kartik has also worked with Ranbaxy in Human Resources and with Mercer and Ma Foi in Human Resources Consulting.

Kartik is a Post Graduate in Management from Symbiosis Institute of Management Studies, Pune. He also holds a Masters Degree in Economics from the Pune University.

a Masters Degree in Economics from the Pune University. Kartik Rishi Senior Consultant Talent and Performance
Kartik Rishi Senior Consultant Talent and Performance Kartik's Mantra There is no substitute for hard
Kartik Rishi
Senior Consultant
Talent and
Performance
Kartik's Mantra
There is no substitute
for hard work
- Thomas Edison
Senior Consultant Talent and Performance Kartik's Mantra There is no substitute for hard work - Thomas
Senior Consultant Talent and Performance Kartik's Mantra There is no substitute for hard work - Thomas
Senior Consultant Talent and Performance Kartik's Mantra There is no substitute for hard work - Thomas
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Aon AHLC Inquiry Mailbox: aonahlc@aon.com Amit Kumar: amit.kumar.29@aon.com
Aon AHLC Inquiry Mailbox: aonahlc@aon.com Amit Kumar: amit.kumar.29@aon.com

Aon AHLC Inquiry Mailbox: aonahlc@aon.com Amit Kumar: amit.kumar.29@aon.com

Aon AHLC Inquiry Mailbox: aonahlc@aon.com Amit Kumar: amit.kumar.29@aon.com
Aon AHLC Inquiry Mailbox: aonahlc@aon.com Amit Kumar: amit.kumar.29@aon.com
Aon AHLC Inquiry Mailbox: aonahlc@aon.com Amit Kumar: amit.kumar.29@aon.com
Aon AHLC Inquiry Mailbox: aonahlc@aon.com Amit Kumar: amit.kumar.29@aon.com
Aon AHLC Inquiry Mailbox: aonahlc@aon.com Amit Kumar: amit.kumar.29@aon.com