Right Quarterly By Right Management India ( Managing Careers through a Transition)

Right QuarterlyThird Edition 2014

THE

Managing Careers through a Transition

ManpowerGroup at a Glance…

Nearly 3,100 offices across80 countries around the

Over 400,000 clientsranging from SMB’s to Gl b l F t 100

Interviewed 12 million people in 2013 and

world Global Fortune 100 companies

The world’s largest IT f i l i

connected 3.4 million tomeaningful work

USD 20.3 Billion revenue in 2013 i h d

Global leader inRecruitment Process

professional resourcingfirm

Over 30,000l

with over 85% generatedoutside the U.S.

Nearly 70,000 peopleplaced in permanent

Largest global vendor-neutral MSP provider

Recruitment Process Outsourcing

The world’s largest outplacement firm

employeesacross brands

placed in permanent roles each year

p outplacement firm

More than 600,000 associateson assignment daily

More than 11,000,000 candidateshave received training and development

Managing Careers through a transition 1

EDITORIAL & FOREWORD 02by Chaitali Mukherjee

CLIENT REFERENCE STORY

Maintaining engagement, Productivity and a 04safety Focus through a transition by Cyrus Cavina


Best Practices for Career transition in an 06 industry under Pressure by Malcolm Peak


Workforce restructuring and advancing Careers 09 by Divya Jain

EvENT UpDATE

new Paradigm of Career Management 13 by tuhina Panda

Layout & Design editor

Ritesh Hellan

Copy editor

Tuhina panda

For a copy of ‘the right Quarterly’, write to us at

[email protected]

2 the right QuarterLY

by Chaitali MukherjeeManaging Director – experis aPMe region &Country Manager – right Management india

With 2014 having come to a close, we are all in the process of closing our records for the year. a big part of closing the records is reflecting on work that has been done, successes achieved and learning from the year gone by. one of the key learning that we hope to achieve is on building business efficiencies. the year 2014 for Manpowergroup and right Management has also been about the same – building internal synergies, enhancing client partnerships, improving on associate relationships and most of all, taking employee collaboration to the next level. our clients have also been focusing on building efficiencies within their organizations and we have learned a lot from these initiatives as well.

in our previous edition of the right Quarterly, we spoke about succession Planning for talent Management and how such an initiative drives the organization forward. But with any strategy implementation or change, a critical step is also taken by businesses to relook at their priorities. hence, in this edition we would like to bring out the importance that Managing Careers through Transitions play in building efficiencies, maintaining engagement and improving productivity.

We start this edition with a case study on Maintaining Engagement, productivity and a Safety Focus through a transition with a global energy and petrochemical company in australia. Considering various intrinsic and extrinsic influencing factors, the organization took a call to convert

one of their refinery & terminal into only a terminal. With this decision, came the need to transition a few employees out, while also maintaining the engagement of those who remained behind. right Management partnered with the organization to put together a seamless process of change management and transition. this was done through peer level networking groups, workshops for mid-level leaders on resilience, stress management, managing & leading change; and providing support on notification day followed by continuous career conversations. this initiative allowed the transition to happen smoothly without any safety incident, supply disruptions or dip in productivity.

our second article is a case study that shared Best practices for Career Transition in an Industry under pressure. sinclair Knight Merz merged into a larger global player, and is now known as Jacobs. With this merger we saw an increase in its global presence and skill base, along with new opportunities for employees as part of the larger organization. to help bring out the desired synergies from the merger, the organization made significant changes to adapt as per the market needs. But in this process, a few workforce adjustments were necessary. at this difficult time, instead of only referring their impacted employees to an external party, Jacobs along with right Management offered a range of face-to-face onsite services. these were designed to help employees evaluate redeployment options, alternate career options and an opportunity to engage with career consultants.

editorial & foreword


our third article Workforce Restructuring and advancing Careers is a case study with a global semiconductor firm, which as a result of being acquired by another large technology firm had to restructure some of its roles for the india region. the organization partnered with right Management to support 63 impacted employees to assess their career interests and transition out of the organization. this case study highlights how through a structured approach, right Management was able to support the organization to manage a difficult period of change while helping to maintain overall engagement.

our last article shares an event update for the breakfast roundtable hosted by right Management in Mumbai, india on the New paradigm of Career Management. over the past few years right Management has seen organizations face a talent shortage globally and address the gap by building internal talent. a critical reason for this is the skill gap visible during the hiring process, along with the change in the mindset of individuals while pursuing the kind of careers they want to. individuals are much more independent and confident of what they want to achieve in their careers. this shift is being seen across industries and regions, leading us to believe that organizations must look at robust and holistic Career Management practices. to address this need, right Management partnered with People Matters to invite senior industry and hr leaders to discuss the change in perspective being experienced across organizations and the emerging need to define a process for future Career Management initiatives.

this edition has been an opportunity for us to share the story of organizations who have taken bold and difficult decisions this year on their path to achieving success. the larger picture for them has been to build a sustainable long term business, wherein they have taken care of all stakeholders. any organization, who keeps in mind this aspect, will surely be able to benefit more. this edition has also helped us reflect that in order to make a new start you need to reevaluate yourself, your team, your business while identifying avenues for growth. We hope that you too take the time to reevaluate how your year has been, what you would like to drive in 2015 and identify ways to achieve those priorities. here’s wishing you a happy and a prosperous new Year!

- Chaitali Mukherjee


Client Context:this global energy and petrochemical company owned and operated a number of key oil refineries at various sites in australia. the most complex of these refined more than four million tonnes of crude oil every year, with feedstock and products imported through the terminal for transfer to the refinery.

the refinery and terminal had around 310 employees and an average of 200 contractors on site at any time, operating 24 hours a day, 7 days a week.

Due to the persistent strong australian dollar, challenges with capital equipment and competition from new asian refineries, the difficult decision was taken to convert the operation to a terminal only. this would impact a number of employees.

the conversion of the refinery into a terminal was to be done over an extended period of 18-24 months. this created many challenges for the organisation to maintain productivity, ensure safety and also continue to engage all workers in a period of uncertainty.

What did the partnership with Right Management look like?Critical to success of the transition was the engagement of right Management in the early planning stages before any announcements had been made in order to develop a tailored comprehensive program of support for employees on site.

What did the solution look like?the solution was holistic and covered a two year phased closure period. overall there were three key streams of support provided to the refinery employees and leadership team.

First was support associated with announcement day which involved briefing of the leadership team to assist in their preparation to deliver the difficult messages and to handle employee reactions and questions. this was supplemented with onsite consultant presence for the day of announcement to support employees as they processed the news. right Management partnered with

Client reference story

Maintaining engagement, Productivity and a safety Focus through a transition


the employee assistance Program onsite to provide comprehensive employee support.

second was proactive change support for all levels in the organisation. For the refinery Leadership team this was aimed at ensuring their engagement and vision for the site coupled with successfully dealing with their own reaction to the change. For the next level leaders, given their critical interface with the operators, in addition to change support, a facilitated peer networking group was established where they could benefit from sharing each other’s experiences and raising concerns in a safe environment.

the remaining refinery employees were also provided various support mechanisms including workshops and training engagements on resilience, stress management, managing change and leading change.

Finally the focus of our support moved to the career transition phase where we worked extensively with employees at all levels to assist individuals in achieving their desired career outcome. this covered redeployment, career workshops, a career centre, one on one coaching and a career fair involving many local and national employers.

What were the outcomes?the conversion of the site operations from a refinery to terminal over such an extended period has been lauded within the organisation as one of the best examples of implementing this difficult transition. an employee engagement survey comparison from before the announcement to one during, showed that engagement had actually increased during this period.

the company was delighted with these results along with the fact they reported no injuries during this conversion period and productivity levels remained consistent with those pre-announcement.

the transition is being used internally within organisation as a best practice case study on how to undertake significant change projects of this nature.

What made the solution so successful and an example of best practice career transition support?the success of the project was achieved through a number of key elements :

• the organisation’s readiness to involve right Management in confidential discussions early on in the planning phase

• involvement in the planning by both parties leading to a co-designed solution

• embedding right Management consulting resources at the organisation’s site – being able to act as “one of the team”

• regular transparent communication allowing for a flexible approach that was adapted as required

• allowing each party to challenge the status quo.

the project has also resulted in an enhanced relationship between right Management and the organisation.

Cyrus Cavinaaccount Director

Melbourne, australia

Maintaining engagement, Productivity and a safety Focus through a transition

Client SpeakHR Manager for Refinery

“the closure of the refinery without significant safety incident, disruption to supply or industrial action was viewed internally and externally as a major success. right Management played a role in this success by partnering with the refinery Leadership team at both the strategic and operational level to help deliver change management activities that maintained and even increased employee engagement during a challenging and difficult situation for both leaders and employees.”


Client Context:sinclair Knight Merz was an engineering consultancy, established in the 1960s. the business grew through a mix of organic and acquisitions (65 companies in 50 years) as it worked to support its major clients in numerous locations globally. in 2014, the business itself was merged into a much larger global player and is now known as Jacobs.

Prior to the merger, the business employed over 7,000 people. the merger has seen Jacobs increase its global presence and skill base, with new opportunities for employees as part of the larger organisation. the merger has also resulted in greater business growth opportunities and improved financial strength of the new larger, combined business.

the merger reflected the volatile nature of the environment engineering firms operate in and their need to consolidate their key areas of expertise. Jacobs had faced a significant change in the landscape of geographies it worked in since the global financial crisis in 2008. Working in a difficult and uncertain economy the business needed to change its client offerings to reflect the evolving priorities of customers, notably the slow-down in the mining and infrastructure industry.

although the Company was able to profitably adapt to the changing world around it, some workforce adjustments were required and an area the company really excelled in was managing the career transition of employees. Partnering with right Management, Jacobs designed and delivered a best-practice solution to ensure employees were treated fairly and with dignity.


Best Practices for Career transition in an industry under Pressure

What did the partnership with Right Management look like?since the commencement of the partnership in 2008, Jacobs had a number of key criteria they needed to address in selecting a career transition partner for its employees.

these requirements included: relative location of right Management support offices, flexibility of options, good candidate feedback (indicating they valued the service), brand and values alignment, and value for money. the highest priority requirement was that right Management provide expert consultants who were able to flex to the requirements of the client.

through our ongoing consultation, a clear and transparent reporting and account management structure and an alignment of brand and values, we were able to build a solution that offered more than individual outplacement programs. Jacobs recognised that they needed to do more to support people than simply refer them to an external party. We worked together to offer a range of face to face onsite services that helped employees evaluate redeployment options, discuss career options, and engage with a career consultant when their role was made redundant.

the services provided to the employees were enhanced by frequent and open communication between Jacobs and right Management which allowed us to have the right people, in the right place, at the right time to support the client’s employees. the ease with which Jacobs were able to contact and engage with right Management was a significant weight off the shoulders of the hr team, who knew that their colleagues were going to be well looked after in their career transition.

Careeralignment

Post-merger

engagement


21%

14%

7%

HigherSameLower

What does the solution look like?the solution is dynamic reflecting the needs of the business at the time.

the core of the program is a suite of individual career transition programs during which the program participants undertake an initial self-awareness exercise and then work with their assigned career consultant on a program that best meets their needs. the programs can be offered virtually at home or in a right Management office and are a combination of self-paced learning, webinars and face to face learning. all employees were offered the same program which ensured not only that all employees were supported effectively, but also that there was equity in provision of career transition support.

Complementing the individual programs, we worked with Jacobs to design tailored onsite support which provided employees with an opportunity to understand the support they had available to them in the case of redundancy.

this support took the form of attending announcements of business change, providing group consulting on how to be effective in the consultation/redeployment phase, providing advice to small groups and 1:1 on resume structure and wording, and providing general career advice.

right Management also attended Jacobs’ premises to meet with individuals where they had been formally notified of their redundancy and who were unsuccessful in redeployment, or where redeployment was not an option. this approach allowed us to be an independent adviser for impacted employees, while also providing them with an opportunity to take control of their situation and actively commence their job search. our research shows that outcomes for program participants who meet with us immediately after they have been notified of redundancy are better, as they are more proactive and in control, and our client’s values aligned with this approach.

What were the outcomes?Yvonne shehata (human resources Business Partner and eastern region employee relations Manager for Jacobs) was very

clear that the most important outcome for Jacobs was the protection of brand and wellbeing for both the employee and Jacobs. the successful outcomes for the majority of people working through career transition was of great comfort to those who remained in the business, and morale was kept high for remaining employees in the knowledge those that had departed were being well-looked after. their sense of loss was balanced in the knowledge that their colleagues were able to find alternative employment.

another key driver of our strong partnership was the transparency in reporting which allows both right Management and Jacobs to be clear regarding the effectiveness of the support.

as noted earlier, a key criteria of a successful partnership was participant satisfaction; program participants rated the service 4.5/5.0. additionally, our reporting capability allowed us to record

21%

14%

7%14%7%

36%Agency/RecruiterDirect ApproachInternet Job BoardNewspaper/PeriodicalOtherTrad. Networking

how new position was found

Compensation compared to previous

Position level compared to previous

Reference 1.1 Key criteria for successful partnership

21%14%

7%

HigherLowerSame


the effectiveness of the solution across a number of elements including how individuals found new positions,

their compensation compared to their previous role, and the position level compared to previous.

We were also able to ascertain that once an opportunity was identified and the program participant actively pursued the opportunity, it took two interviews (on average) to secure an offer.

When put together, we were pleased that the solution delivered a service that was not only valued by employees, but also for the majority of individuals helped them secure a new role which was at least at the same level and remuneration as their previous role.

What made the solution so successful and an example of best practice career transition support?

the key component of the solution that made it successful was the strength of the true partnership between right Management and Jacobs.

Whereas some organisations seek to provide career transition support to employees as a “supplier provided service” and effectively outsource it, Jacobs wanted to ensure that the solution reflected their brand and values which placed the wellbeing of employees prominently. this meant that when any issues arose, they were able to be dealt with quickly, and we understood the client culture well so were able to be more responsive to urgent requests for support.

also contributing to the success of the solution were additional components such as:

• the flexibility of the right Management resources,

• Willingness of the client to have right Management on-site to pro-actively support employees impacted by change,

• high levels of communication between right Management and client resources in advance of requiring support/business change, and

• strong standard processes for engaging right Management and our consultants.

Key components of best practice outplacement:

our research shows that Career Development (62% of respondents), resume Development (57% of respondents) and one-on-one coaching (53% of respondents) were the three most valued elements of outplacement services. these were all reflected in the partnership with this client.

Four out of five medium to large companies worldwide rely on outplacement services to support departing employees with the top reasons being:

85% wanted to retain positive relations between current and departing employees

84% wanted to support departing employees’ transition into a new role

again, these were reflected in the partnership with Jacobs.

Malcolm peakaccounts Director, sales and Marketingsydney, australia



Introduction & Context

a leading semiconductor firm and a global client of right Management india was recently acquired by another technology firm which specializes in designing and developing of analog semiconductors, custom chips, radio-frequency and microwave components. the highly complementary and compelling acquisition is aimed at positioning this technology giant as a leader in the enterprise storage market. Due to the acquisition and the subsequent restructuring, some roles and the employees holding them became redundant. it was in this context that rMi was approached to help 63 employees assess their career interests and transition to the next phase in their careers. the following article aims to provide an overview of our approach, our programs and the impact created.

Workforce restructuring and advancing Careers


Right Management’s Career Transition programs right Management india recommended two programs – right Choice 1 (1 month program) to the individual contributors and right Choice 2 (2 month program) for Managers. the programs were a combination of our support services across two very critical aspects – career direction and job search assistance.

Tenets of Right Management’s Career Transition programs• notification support for impacted

employees to extend emotional handholding and explain the features of our support program.

• Psychometric assessment to identify skills and career interests.

• e-learning tools and ‘right-everywhere’ (online candidate support platform) access were provided in addition to support in writing effective resumes and planning a ‘personal marketing campaign’.

• intellectual support in the form of coaching to leverage upon their networks, prepare for interviews, salary negotiations and taking job decisions.

Career Coaching Job Search Support

Discover your inherent strengths

and interests

Identify future career path

Develop effective and powerful

resumes

Hone your interviewing and

negotiation skills

Leverage the Manpower

advantage

Get continuous connects to

Right Management’s clients

Get leads to independent

placement consultants

Devise a robust strategy to

leverage your own network

Reference 2.1 Right Management’s Career Transition program

*Right Management’s Approach to Notificationone of the challenges an organization faces is getting the impacted employees to see the value in signing up for a Career transition support program. sometimes, the impacted employees, given their emotional state, might not be able to completely grasp the benefits of a transition support program from the information provided as program sheets, email, etc. this was addressed by spending the required amount of time with the participant to explain the features, approach and the benefits of the program.

in this case, right Management managed to gain the complete buy-in of the impacted candidates by:

• Conducting group sessions (in person) for notified employees to drive clarity around the features and benefits.

• Conducting group sessions via video conferencing for notified employees in other locations.

• extending counselling in one-on-one sessions to address queries.

• extending continuous telephonic support to address concerns and queries.


Impactthe career transition support enabled and prepared employees to face the job market. to summarize, the initiative created a win-win for all stakeholders and set a fine example in today’s dynamic business environment preparing hr professionals for challenges that they are likely to face in the future. the organization despite having to let go of its employees, gained their trust and thus enhanced its employer branding. the initiative further reiterated the fact that hr now is acting truly as a strategic business partner and the ways of traditional personnel management need to be modified to suit the modern demands.

Success Drivers• Frequency of interaction was increased

manifold to make sure that the candidates felt taken care of at every step

• unique partnership between client and consultant: at each stage, the right Management and client teams were synchronized and worked with the same drive, empathy and enthusiasm at crossing each milestone.

• transparency between the client and right management through various status update calls ensured that there was complete trust and thus the project got the necessary push from the client.

• Constant communication and interaction with affected candidates. Detailed conversations were held to understand their point of concerns. sample reports for the Birkman First Look Career psychometric tool were shared with the candidates to make sure they can see value and understand clearly how they could gather critical insights from their own individual profiles.

program Feedback from Candidates• “thanks a lot for the support that

has been provided by you and your organisation during such time of distress. i appreciate the knowledge that has been provided and it in fact helped me to take some long term decisions for my career and i had started working on that. i feel even a bad experience is good in some ways, as it helps us to introspect and prepare for better times. thanks!!”

Birkman Method – Online Psychometric Assessment

&

Access to RightEverywhere Portal

1st Career Coaching Session Resume Development

Identifying future career path

Interviewing skills – mock interviews

Salary negotiations

Sharing of Profile with: Right Management’s

clients

Manpower Group Vertical Heads

Independent placement consultants

Reference 2.2 Timeline of activities for Right Choice 1 month program


• “Very useful. i gained a different perspective of myself that helped be look out for a job and how to look for a job.“

• “Definitely very informative session. Knowing myself is something i learnt in a good way. i learnt how to better structure a resume and preempt interview questions most likely asked.”

• “got an idea how to make my resume more impactful.. Video feedback and how to practice the basic questions gave me self-confidence.“

• “really wonderful! i got much more than what i expected. got insights into what

was lacking in my resume and what to focus on for further growth.”

• “this is a good session. this is my first job and first time i have experienced such a program. a very helpful session for me not just for now, but also for the future.“

• “Very informative session. needs to be implemented. the key learning was to understand your own personality – for better job fitment.“

• “really helpful. i learnt so many things. Your methodology is very good. resume making and practicing interview probe questions were insightful.”

Divya JainaVP - Consulting servicesright Management india

Apurv Jainteam Memberright Management india


Event Moderator& Speaker

Prashant PandeyVice President & Career Management Practice LeaderRight Management India

Rajesh LeleHead - Talent Technologies and Management Development Services TATA Motors

Guest Speaker

event update

We have seen over the past few years how difficult it has become for organizations to find the right talent for filling in vacant roles.. in 2014 the Manpowergroup annual talent shortage survey, running in its ninth year, reported that 36% of global employers are facing a talent shortage – which is also the highest percentage in seven years! this gap is being felt much more in india, where an average 64% of employers have shared they are facing a talent shortage. this does not help when retention of employees has become increasingly difficult. (reference 1: Manpowergroup’s 2014 talent shortage survey, slide 2).

on the other hand, employees in organizations are becoming more strategic and focused on their careers. they are driven to organizations where they perceive their long term career aspirations will be met.. Careers are no longer defined by the

New Paradigm of Career Management

industry or the organization that you are a part of. Careers are now defined more by what skills, passions and aspirations individuals have and want to pursue. (reference 2: right Management’s 2014 Career Definition survey, slide 4) this shift has made it increasingly important for organizations to address employee engagement from a new perspective. From multiple research studies including


right Management’s own research, we believe providing employees the right career opportunities aligned to their own career goals is a primary engagement driver. hence, the need emerges to relook at Career Management initiatives across industries.

to address this challenge, right Management along with People Matters recently hosted a Breakfast roundtable on the ‘new Paradigm of Career Management’. the interactive session was focused on discussing the role that a well-established

Career Management framework will play in ensuring a highly engaged workforce – in turn ensuring a productive organization. the discussions also focused on the challenges faced by individuals, managers & organizations when it comes to implementing Career Management initiatives.

senior hr leaders from companies across industries participated in the event and contributed with their view points. the discussion was moderated by Mr. Prashant Pandey, Vice President & Practice Leader – Career Management, right Management india. our guest speaker for the day was Mr. rajesh Lele, head - talent technologies and Management Development services with tata Motors. Mr. Lele shared his perspective on industry best practices in Career Management, along with key learning from his own career.

the key themes and current challenges tabled at the roundtable were:

1. What is the role you see of Career Management in driving employee engagement?

2. Challenges that organizations face in managing the careers of their employees?

3. Who are the stakeholders who own the career of employees?

4. What does each stakeholder needs to do (the employee, leader, and organization)?

the discussion with the industry leaders brought out some interesting learning as shared here:

• ownership of career lies with the individual

• organizations need to play an enabling role by proactively driving Career Management initiatives to keep employees engaged in their work and career

• successful Career Management programs require managers/leaders to get directly involved in the career planning of their employees

• For Managers, it may not always be possible to have a complete perspective on all employees in terms of their career. hence, organizations need to provide


them with the right monitoring tools to do so

• a different approach may need to be adopted to manage the careers of technical experts that are linked to their personal aspirations, since all may not strive for leadership roles

• organization should focus on mid-level talent more actively in comparison to top level talent, since it will be the mid-level talent that needs the maximum guidance for managing their own careers and that of their direct reports

Post the open discussion with the roundtable participants, right Management shared their point of view on Career Management along with a few global and indian success stories of work done in this space. the roundtable discussion and right Management’s client experience helped to reconfirm the emerging importance of Career Management across organizations. it also put at the forefront the need to relook at the approach currently being used by organizations and how a more holistic framework must be adopted.

to conclude, we have shared here some of the key insights that participants took away from the breakfast roundtable:

• any Career Management initiative is a three-way collaborative effort between

the employee, manager/leader and organization.

— employees need to build on their self-awareness of their own skills and interests. they need to be able to reach out more frequently to their managers and talk about their career interests. they should be aware of what competencies they need to build upon to help them be successful at the organization

— Leaders need to know how to have the right career conversations with their direct reports

— organizations must empower managers to take career related decisions. they must also enable them by providing a review process to manage the careers of their direct reports

— organizations need to further build on their succession planning initiatives and fill majority of job positions internally, so as to give ample career opportunities to their employees

— a robust career coaching process must be put in place to guide employees in managing their own careers

— organizations need to facilitate

Reference 3.1 Current State of Career Management

Right Management

6 Right Management

Why is that... people tend to get socialised into careers based upon parental pressure, university entrance marks and or peer pressure

Nearly 50% of people are in roles that are less than the ideal alignment N = 146,890

45% of people change job function following our career intervention

Our data indicates

Develop both functional and enterprise wide career models

• To help address shifts in business demand and also poor job fit which impacts on productivity

Consider career from a people system perspective and align CM frameworks

• Including career pathways, career planning outputs and stakeholder accountabilities to broader talent management systems

Consider the impact of social media on CM

• More connected and more prominent online brands means more ways for individual’s to manage their careers

• Increasing velocity of talent mobility is making it more difficult to retain employees

What do you need to be aware of

Current State of Career Management


Reference 3.2 Right Management’s Career Management Framework

an open culture where employees can talk freely about their careers interests and aspirations

• almost unequivocally, the participating leaders agreed that Career Management can’t be a reactive approach or a replacement for performance discussions

• Career Management initiatives can help align an employee’s skills, interests and aspirations to their values, passions, strengths and goals. this will surely benefit both employees and organizations.

Right Management

7 Right Management

What do organizations Need?

Clear Linkage Defined Process

Manager Coaching

Employee Ownership

Career Development

Objective: Better alignment between

employee needs and business strategy

Visible Senior Leadership

Systematic • Dynamic • Sustainable

A Structured Career Management Framework

Clients who attended:

aditya Birla Management Corp. • allied Blenders & Distillers • Book my show • Datamatics • essar group • Future groupc • Liberty Videocon • general insurance • Mahindra Lifespaces • MsD Pharmaceuticals • Pfizer india • raychem rPg • reliance industries • rPg enterprises • siyaram silk Mills • taj hotels resorts and Palaces • tata Chemicals • tata Communications • tata Motors • times group • Viacom 18 Pvt Ltd • Wockhardt

Tuhina pandaProject Leader & internal Change Manager

right Management india

LEADERDEVELOPMENT

Leadership PipelineDevelopment

Leader Coaching™

Succession Management

Performance Management

ORGANIZATIONALEFFECTIVENESS

Strategy Implementation

Strategic Workforce Alignment

Change Management

WORKFORCE TRANSITION & OUTPLACEMENT

Outplacement

Redeployment

Career Decision

Career DevelopmentEMPLOYEE ENGAGEMENT

Strategic CommunicationsPlanning

Workforce Engagement and Retention Strategies

Wellness and Productivity Management

TALENTASSESSMENT

Competency Modeling

Organizational Assessment

Team Assessment

Individual Assessment

TALENT AND CAREERMANAGEMENT

LEADERDEVELOPMENT

EFFE

CTI

VE

NE

SS

ORGA

NIZ

AT

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AL

EMPLOYEEENGAGEMENT

WO

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FOR

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TALENT

ASSE

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Right Management’s Talent andCareer Management Capability

Right Quarterly By Right Management India ( Managing Careers through a Transition)

Recruiting & HR

Transcript of Right Quarterly By Right Management India ( Managing Careers through a Transition)