The Landscape: The target audience for this session was the entire Human Resource team of one of the largest banks in India. The problem statement was interesting. The Head of the team wanted his team members to develop the capability to look at large masses of data, analyze it, be able to draw meaningful insights from it and then present to the top management.

Currently masses of data was copy pasted onto presentations and downloaded. This form of presentation did not help top management draw insights and take necessary action, either to course correct or look at alternative solutions

The Solution: The Human Resources department had several sub processes within it, each generating their unique data. We structured a program that focused on the fundamental principles of data analysis and viewing data to draw out insights. The idea was to help empower participants to

1. Analyze data, keeping in mind, the utility to business
2. Create a structured wire frame with clear goals and an easily understandable format to present data insights
3. Build a compelling narrative to present your data

The Result : Participants were able to review their current presentation style, study industry best practices on presenting data with insights and implement using workplace situations. They now had a clear template on reviewing, analyzing and presenting data using elements of story telling. The feedback from their managers, post the program was that there was a marked change in participant’s ability to structure and present data meaningfully.

The Landscape: One of the top three Tech companies in India have a clear mandate from the leadership team, to build a more diverse and inclusive culture. A mindset that makes this goal challenging is the Unconscious Biases all of us carry. This was coming during several employee engagement conversations and surveys. Executives and Managers felt they were at the receiving end of different biases, both conscious and unconscious

The Solution: As a part of an organization wide initiative to develop an awareness of biases and how to deal with these biases, we partnered with the learning team to structure a program that was designed to help individual contributors and managers

1. Reflect on the origin of unconscious biases
2. Relate to different biases they encounter at the workplace
3. Use simple techniques to reduce their own internal biases
4. Apply strategies on how to deal with biases at work

The Result: One of the principal outcomes was that Managers felt heard. They were able to discuss their challenges around biases they faced, in a safe forum and brainstorm on the best ways to deal with these biases.

Another key take away was a definite sensitization towards managers’ own internal biases and how it affects their decision-making processes and behavior with their team members. There were clear commitments made on practicing techniques that would reduce unconscious biases and help managers work with more awareness.

Key Stakeholder Management for Key Senior Managers at one of the largest Consulting and Technology Companies Globally

The Landscape: A critical group of senior managers of a Global, Consulting and Technology company had received feedback during their performance appraisal; they were unable to effectively deal with stakeholders. There was a tendency to get extremely aggressive during critical conversations. Their niche technical skills made them extremely valuable to the organization but stakeholder management was an area of improvement for these executives.

The Solution: Shradha HRD conducted focused group conversations with the participants’ line managers and their key stakeholders to identify where the challenge really lay. This was supplemented by a questionnaire to assess current capabilities of the participants.

We designed a learning intervention, which gave the participants key insights into dealing with stakeholders from across the spectrum: stakeholders from other departments, team members, external customers and senior global stakeholders. Some themes that were covered included

1. Taking ownership and adding value to key stakeholder relationships
2. Building meaningful customer relationships
3. Influencing, to get your point across effectively to key stakeholders
4. Assertive communication during difficult situations
5. Conflict resolution through a win-win mindset

The Result: Feedback given to line managers of the participant group saw a definite move in the positive direction. They felt their team members were now moving to a “respond” mode, instead of “reacting” to difficult situations. Participants were looking at alternate ways of influencing and handling difficult stakeholder situations.

The Landscape: Directors of a Japanese global electronics giant, had challenges with feedback conversations. The challenge team members had with their managers was, they either received no feedback or very strong reactive feedback with little guidance on how to proceed in the future.

The Solution: Shraddha HRD conducted a detailed training need analysis to understand the ecosystem better. Technical competence of the participants was not in doubt. The managers knew “what” to say, it was the “how” that was missing. We designed a learning intervention, spread over 4 weeks where participants went through a structured program covering the core fundamentals of feedback
conversations.

1. Using feedback as a tool to enhance productivity and not as a vent to frustration
2. Giving structured and data driven feedback that focuses on behaviors and not the person
3. Planning and strategizing to overcome resistance to difficult feedback
4. Implementing the concepts at the workplace, through a experiential learning journey

were some aspects of the intervention that were covered.

The Result: The participants felt the program added to tremendously to their feedback skills. The program design allowed participants to experiment and develop their feedback skills through real life feedback conversations. This was a space to seek answers and reflect on difficult situations that often come up during the course of work.

Training landscape:

Our client is a multi-national company developing and delivering technology to the petroleum refining, gas processing, petrochemical production, and major manufacturing industries. There was a clear need felt to sensitize participants to embracing Diversity and being Inclusive. This event was part of the yearly meet for the entire function of 100+ participants that ranged from front line executives to the head of the team. Our participants were all engineers and a male dominate audience. The ask was to be able to drive learning but in a completely experiential and fun environment.

Shradha HRD solution:

We put together a series of well thought out experiential activities that allowed participants to come to critical insights around why it is important to embrace Diversity. In this program Diversity was defined as a difference in thought that could up due to any number of reasons. Themes of Unconscious biases and how it affects our decision making processes were explored. The program was high on energy, laughter, fun and learning.

Program feedback:

During the recap activity there was a clear sense that emerged on why Diversity is critical for personal growth, organizational productivity and for a general sense of fairness to all. Participants had a great time bonding and stayed on post completion of the program to extend the enjoyment of the session. The head of the vertical told the team of facilitators that he thoroughly enjoyed the program with the participants.

Training landscape:

Our client is a Japanese Motorcycle manufacturer that has 3000+ employees at their plant in Gurgaon. The shop floor operators are vital for successful operations and high productivity. A common concern often voiced was the mental and physical pressure of managing work & home. For a productive workforce, overall mental & physical well being is critical.

Shradha HRD solution:

Shradha HRD started a program initiative aimed at lending clarity to participants on what they really wanted to achieve & the most efficient and systematic way of going about this challenge. Some of the areas we explored were:

• Reflecting, recognizing & quantifying personal goals
• Working systematically to achieve set goals
• Incorporating simple tools to better manage life & time
• Practicing time tested tools to reduce stress

Facilitation with a blue collar population requires a completely different approach & methodology. Learning is driven through experiential activities, questioning & discussions that lead to insights for participants.

Program feedback:

The highlight for us always is when several participants walk upto the facilitator and say “it was an eye opener. I’m definitely going to try it” or “I never thought its possible to handle this situation differently. I’m glad I came”