Industry Internship Project

2019 - 21 Batch
Title of the Project: Change Management and Talent Identification
practices at UltraTech Cement.

Submitted by:
Name of the Student: Arushi Vijayvargia
Roll No. : 20230019016
Program : PGDM HR
Batch : Batch 2019-21

Name of the Faculty Guide : Prof. Preeti Narendra

Name of the Company : UltraTech Cement

Name of the Company Guide : Mr. Premjeet Furtado and Mr. Gaurav Dixit
Company Guide Designation : General Manager and Manager, Business HR.

Institute for Technology and Management

Plot No. 25 / 26, Institutional Area,
Sector – 4, Kharghar, Navi Mumbai
 ACKNOWLEDGEMENT

The success and final outcome of this internship required a lot of

guidance and assistance from many people. I am extremely
fortunate to have got this all along the completion of my project.
Thus, I would not forget to thank them.
First, I would like to thank our placement guide, Ms. Poonam Sinha for getting a
company like UltraTech Cement (Aditya Birla Group)
I owe my profound gratitude to Mr. Premjeet Furtado and Mr. Gaurav Dixit, for
providing me with the support; guidance and sharing their experiences and
knowledge throughout the internship period.
Next, I would like to thank our college guide Prof. Preeti Narendra, who took
keen interest in my internship and guided me all along with her
expert opinion and guidance and suggestions.
Last but not the least I would like to thank my family and friends for
their moral support and encouragement throughout my internship
period and making it a success.
Thanking you,
Yours sincerely,

Arushi Vijayvargia

2
 Student Profile & Joining Report 2019-21 batch

Name of the Student: Arushi Vijayvargia

Application Id: PGDM 1239
Program: PGDM HR
Contact No. Students (M): 7568495130
Contact No. Parents (M/L): 9828573271
Email Id: [email protected]
Blood Group: A+ve

Name of the Faculty Guide & Email Id: Prof Preeti Narendra- [email protected]
Contact No.: 9987064488

Name of the Company Guide & Email Id:

1. Premjeet Furtado - [email protected]
2. Gaurav Dixit – [email protected]

Contact No:
1. 8108255558
2. 9891005150

Name of the Organization & full Address: UltraTech Cement- Aditya Birla Group
Ahura Centre, B wing, 2nd floor, Mahakali Caves road, Andheri East, Mumbai, Maharashtra
400093

Date Joining: 8/5/2020

I declare that the above information provided by me is true to the best of my knowledge.

Name: Arushi Vijayvargia.

Date: 05 / 06 / 2020

(Signature of Student)

3
JOINING LETTER

4
 Initial Project Report 2019-21 Batch

Name of the Student: Arushi Vijayvargia

Roll No.: 020230019016
Program: PGDM HR
Date: 05/06/2020

Project Title: Change Management and Talent Identification.

Objectives: The main objective of P3 Toolkit is to increase the managerial effectiveness. The
objective of Talent Identification project was to conduct secondary and primary research on
talent identification practices including the benchmarking of 10 companies across various
sectors.

Company Profile & SWOT:

UltraTech Cement Limited is engaged in the business of cement and cement-related products. Its
geographical segments include India and Rest of the World. The Company focuses on various
areas, including alternative fuels, waste heat recovery systems, carbon dioxide emission
reduction, waste management, water re-cycling and bio-diversity management.
SWOT

Strengths:
• It is India’s biggest cement company.
• It is the largest exporter of cement clinkers.
• It is a part of the prestigious Aditya Birla Group that helps the brand.
• Cement demand has grown in tandem with strong economic growth derived from:
• Growth in housing sector (over 30%) key demand driver.
• Infrastructure projects like ports, airports, power projects, dam & irrigation Projects.

Weakness:
• Cement Industry is highly fragmented and it is also highly regionalized
• Ultra tech is not available at all the places as it is not manufactured at all places.

5
Opportunities:
• It can enter the US market by Mergers and acquisitions.
• It can do worldwide branding activities that would help the brand grow as a whole.

Threats:
• It faces strong competition from global players.
• Mergers and acquisitions involves high risk, so it should be careful while entering new
market.

Project Assigned:
• Ideating and planning the execution of the P3 project ( Work done in May)
• Creating and implementing a communication plan to engage the Managers. (Work done
in may)
• Design and collect feedback from stakeholders. (Work done in May)
• Interact with identified participating Managers to influence them to derive maximum
benefit from the project.(Work done in May)
• Project on Talent identification process.
• To perform secondary research and primary research.
• Benchmarking of various companies and to design an innovative talent identification plan
for the company.

6
 CERTIFICATE

28th August 2020

TO WHOMSOEVER THIS MAY CONCERN

This is to certify that Ms. Arushi Vijayvargia, currently pursuing PGDM-HR, 1st year (Year 2019-
2021) student of ITM Business School Kharghar has successfully completed her summer
internship program (May 8th 2020 – August 28th 2020) in the Business HR Department of
UltraTech Cement Limited.

During her association with us, we found Ms. Arushi to be sincere, hardworking and committed.

We wish her all the very best in her future endeavors.

Thanking You,

Yours faithfully

For UltraTech Cement Limited

Sameer Priyadarshi
Senior General Manager
Human Resources

UltraTech Cement Limited

Registered Office : Ahura Centre, B – Wing, 2nd Floor, Mahakali Caves Road, Andheri (East), Mumbai 400 093, India
T: +91 22 6691 7800 / 2926 7800 I F: +91 22 6692 8109 I W: www.ultratechcement.com/www.adityabirla.com I CIN : L26940MH2000PLC128420

7
 Table of Contents

SERIAL NO. SUBJECT PAGE

1 Executive summary 10
2 Chapter 1- Introduction 11
3 1.1 Introduction 11
4 1.2 Problem in Hand 13
5 1.3 Objectives 13
6 Chapter 2 – Details of the Organization 14
7 2.1 Introduction 14
8 2.2 The Organization 15
9 2.3 Other Details 16
10 CHAPTER – 3 Tasks Performed 19
11 Conclusions 31
12 Recommendations 32
13 References 33

8
 List of figures

S.No. Title Page No.

1 Fig 1 - P3 Project 19
2 Fig 2 - Screenshots of Power point presentations 20
3 Fig 3 - Responses Received 21
4 Fig 4 - Feedback 22
5 Fig 5 - Development 22
6 Fig 6 - Career Conversations 23
7 Fig 7 - Appreciation 23
8 Fig 8 - Talent Identification Project 24
9 Fig 9 - High Potential Employee 25
10 Fig 10 - KPI based TI 29

9
 EXECUTIVE SUMMARY

This is the internship report based on the 4-month HR internship program that I
had experienced in UltraTech Cement Limited. The report focuses on the details
of the organization and the tasks which I had performed during the internship.
UltraTech is an Indian cement company based in Mumbai. It is a subsidiary of the
Indian multinational conglomerate, Aditya Birla Group. UltraTech provides a
range of products that cater to the needs of various aspects of construction, ranging
from foundation to finish, under five business verticals: Grey cement, White cement,
Concrete, building products, Ultratech building solutions.
As the largest cement producer in India, the company continually strives to play a
key role in finding effective and responsible ways to preserve the environment. India
has a lot of potential for development in the infrastructure and construction sector
and the cement sector is expected to largely benefit from it.
I was involved in the area of Change Management and Talent Identification. The
project Change Management included encouraging consistent display of P3
behaviours and interacting with identified participating Stakeholders to influence
them to derive maximum benefit from the project.
Talent Identification project included conducting secondary and primary research on
talent identification practices, benchmarking of 10 companies across various sectors
and designing an innovative recommendation plan (Talent Identification) for
UltraTech Cement.
Challenges that I faced were not getting the physical environment to work, certain
communication gaps due to virtual platform and contacting the managers to schedule
their time for the interaction cycle.

10
 Chapter-1

1.1 Introduction

India is the second largest producer of cement in the world. India's cement industry is a vital part
of its economy, providing employment to more than a million people, directly or indirectly. India
has a lot of potential for development in the infrastructure and construction sector and the cement
sector is expected to largely benefit from it. A significant factor which aids the growth of this sector
is the ready availability of raw materials for making cement, such as limestone and coal.
According to the data released by Department for Promotion of Industry and Internal Trade
(DPIIT), cement and gypsum products attracted Foreign Direct Investment (FDI) worth US$ 5.28
billion between April 2000 and March 2020.

Some of the major investments in Indian cement industry are as follows:

• In February 2020, Nirma Group announced acquisition of Emami Cement Limited (ECL)
for an enterprise value of Rs 5,500 crore (US$ 786.95 million).
• In October 2019, UltraTech cement announced plans to invest Rs 940 crore (US$ 134.50
million) to increase the production of premium products for strengthening its position in
eastern markets.
• Emami Cement currently has three cement manufacturing assets with a capacity of 5.6
million tonnes.
• In May 2019, SEBI approved Emami Cement Ltd’s initial public offering (IPO).
• JK cement planned to invest Rs 1,700 crore (US$ 246.7 million) to increase its production
capacity to 15 million tonnes by end of 2020.

The Government of India is strongly focused on infrastructure development to boost economic

growth and is aiming for 100 smart cities. The Government also intends to expand the capacity of
railways and the facilities for handling and storage to ease the transportation of cement and reduce
transportation cost. These measures would lead to an increased construction activity, thereby
boosting cement demand. As per Union Budget 2019-20, the Government expected to upgrade
1,25,000 kms of road length over the next five years, which would boost the demand for cement.

The eastern states of India are likely to be the newer and virgin markets for cement companies and
could contribute to their bottom line in future. In the next 10 years, India could become the main
exporter of clinker and gray cement to the Middle East, Africa, and other developing nations of
the world. Cement plants near the ports, for instance the plants in Gujarat and Visakhapatnam, will
have an added advantage for export and will logistically be well armed to face stiff competition
from cement plants in the interior of the country.

11
 • Due to the increasing demand in various sectors such as housing, commercial construction
and industrial construction, cement industry is expected to reach 550-600 million tonnes
per annum (MTPA) by the year 2025.
• Number of foreign players are also expected to enter the cement sector owing to the profit
margins and steady demand.

Impact of COVID 19 Pandemic:

• Demand in the cement industry is likely to decline 45-50% year-on-year in first quarter of
the financial year 2020-21, while the second quarter could witness a low single digit growth
• With a gradual stoppage of operations at all major cement plants and construction sites
since the end of the third week of March, sale volumes are likely to be around 30% lower
than the agency’s expectations.
• Growth in the housing segment, that forms 60%-65% of cement demand, is likely to be
affected given the impact of the slowdown in economic growth on discretionary spending
over the next year. A public health emergency of such a severe magnitude and the resultant
slowdown in the economy will put government finances under stress, limiting its ability to
step-up capital expenditure thus impacting infrastructure growth, which forms nearly one-
fourth of the total demand.

UltraTech cement is engaged in the business of cement and cement-related products. It grew
from 3000 employees in 2005 to more than 22000 employees currently and successfully completed
the largest acquisition in India’s cement industry. Its geographical segments include India and rest
of the world. UltraTech provides a range of products that cater to the needs of various aspects of
construction, ranging from foundation to finish, under five business verticals: Grey cement, White
cement, Concrete, building products, Ultratech building solutions.
UltraTech Building Solutions is a retail format that caters to the end consumer providing a variety
of primary construction materials under one roof.

About my Role: My role was to assist General Manager and Manager of Business HR and perform
different tasks such as planning the Change Management project (P3), communicate with
stakeholders, analyze the feedback, conduct secondary and primary research on Talent
Identification.

12
1.2 Problems in hand

• To plan the execution of the P3 project (Change Management)

• To help in identifying and detailing the behaviors that needed to be displayed by P3
Managers.
• To create and implement a communication plan to engage the Managers.
• To prepare a questionnaire for interaction with managers.
• To design and collect feedback from stakeholders.
• To communicate with identified participating stakeholders to influence them to derive
maximum benefit from the project.
• To analyze the feedback (quantitatively as well as qualitatively)
• To design infographics, creative posters and 1-page summaries.
• To conduct activities to engage the Birla White Mangers.
• To perform secondary research and primary research on Talent Identification practices.
• To Benchmark various companies across different sectors.
• To design a recommendation talent identification plan for the company.

1.3 Objectives

The core objective of Change Management (P3) project was to enhance the managerial
effectiveness through ideating and planning the project and encouraging consistent display of
behaviours such as Feedback, Appreciation, Career Conversations and Development Planning
through influencing them to make these behaviours an integral part of day-to-day life for the
Managers.
The main objective of Talent Identification project was to conduct secondary and primary research
on talent identification practices including the benchmarking of 10 companies across various
sectors.

13
 Chapter-2- Details about the organization

2.1 Introduction

UltraTech is an Indian cement company based in Mumbai. It is a subsidiary of the Indian

multinational conglomerate, Aditya Birla Group. UltraTech Cement Ltd. is the largest
manufacturer of grey cement, RMC, and white cement in India. It is also one of the leading cement
producers globally. UltraTech as a brand embodies 'strength', 'reliability' and 'innovation'.
Together, these attributes inspire engineers to stretch the limits of their imagination to create homes,
buildings and structures that define the new India. The company has 20 integrated plants, 1
clinkerisation plant, 25 grinding units and 7 bulk terminals. Its operations span across India, UAE,
Bahrain, Bangladesh, and Sri Lanka. It is also India's largest exporter of cement, reaching out to
meet the demand in countries around the Indian Ocean and the Middle East. In the white cement
segment, UltraTech goes to market under the brand name of Birla White. The company plans to
expand cement capacity from nine MTPA to 14 MTPA in Anantapur district and Kurnool district
of Andhra Pradesh in 2020.

Leadership Team

Mr. Kumar Mrs. Rajashree Birla Mr. K. C. Jhanwar

Mangalam Birla Non-Executive Director Managing Director,
Chairman, UltraTech Cement
UltraTech Cement Limited.
Limited.

14
2.2 The Organization

UltraTech Cement’s continuous endeavour is to focus on what leads to ‘Growth’ – the big part of
iceberg that lies beneath the surface. Financial performance enabled by strength, reliability and
innovation, year after year, for several years now makes them quite simply India's largest cement
brand and a global producer of merit and repute with markets in UAE, Bahrain, Bangladesh and
Sri Lanka. With an employee strength of over 22,000 diligent and enterprising people who focus
on doing their best every day to ensure that the community gets homes, structures and buildings.
UltraTech is the largest manufacturer of grey cement, ready mix concrete and white cement in
India. It also provides 360-degree building solutions expertise, making it the preferred brand for
every primary construction need. The meteoric rise of the company to the top can be best defined
by the cutting-edge technology, advanced research and the commitment towards their workforce,
community and the environment.

Vision of the company: To be the leader in Building Solutions

Mission of the company: To deliver superior value to stakeholders on the four pillars of:
Sustainability, Innovation, Customer Centricity and Team Empowerment.

Website: http://www.ultratechcement.com/
Industries: Building Materials
Company size: 10,001+ employees
Headquarters: Mumbai
Type: Public Company

Company Values:

Integrity: Acting and taking decisions in a manner that is fair and honest. Following the highest
standards of professionalism and being recognized for doing so. Integrity for us means not only
financial and intellectual integrity but encompasses all other forms as are generally understood.

Commitment: On the foundation of Integrity, doing all that is needed to deliver value to all
stakeholders. In the process, being accountable for our own actions and decisions, those of our
team and those on the part of the organization for which we are responsible.

Passion: An energetic, intuitive zeal that arises from emotional engagement with the organization
that makes work joyful and inspires each one to give his or her best. A voluntary, spontaneous and
relentless pursuit of goals and objectives with the highest level of energy and enthusiasm.

15
Seamlessness: Thinking and working together across functional groups, hierarchies, businesses
and geographies. Leveraging diverse competencies and perspectives to garner the benefits of
synergy while promoting organizational unity through sharing and collaborative efforts.

Speed: Responding to internal and external customers with a sense of urgency. Continuously
striving to finish before deadlines and choosing the best rhythm to optimise organisational
efficiencies.

2.3 Other Details

UltraTech Cement SWOT Analysis:

These are the strengths:

• It is India’s biggest cement company.

• It is the largest exporter of cement clinkers.
• It is a part of the prestigious Aditya Birla Group that helps the brand.
• It has an annual capacity of 60+ millions tones.
• UltraTech accounts to about 30% of the total Indian Exports.
• Most of the plants have ISO 9001, ISO 14001 and OHSAS 18001 certification.
• UltraTech Cement Limited has integrated plants, white cement plant and many grinding
units in India.

Below are the Weaknesses in the SWOT Analysis of UltraTech Cements:

• Although UltraTech provides various other construction products and services, but the
brand is associated with Cement only, so it has to work on positioning the brand as a
construction materials brand, which can be achieved by implementing branding activities.
• It is not operating /exporting in US market which is a huge market for Cement industry.
• Brand awareness of Ultratech is lesser as compared to global players.

Following are the Opportunities in SWOT Analysis:

• It should enter the US market by Mergers and acquisitions.

16
 • It should do worldwide branding activities that would help the brand grow as a whole.

The threats in the SWOT Analysis are as mentioned:

• It faces strong competition from global players.

• Mergers and acquisitions involves high risk, so it should be careful while entering new
market.

Initiatives taken by UltraTech Cement:

• Six UltraTech manufacturing units recognized for excellence in energy management by

Confederation of Indian Industry’s Green Business Centre at the ‘21st National Award for
Excellence in Energy Management 2020’.
• Through the Sakhi Shilpkaar programme, UltraTech Cement has undertaken skill building
programmes to enhance the skills of aspiring female masons by teaching them latest
masonry techniques.
• Through its CSR initiatives, UltraTech has positively touched more than 1.6 million people
in over 500 villages located in the proximity of its manufacturing units in 16 states across
the country.

Awards

UltraTech has, over the years, won numerous awards across categories such as export, quality,
safety, among others.

UltraTech has pursued excellence in all its areas of operations and has numerous accolades to its
credit. Clients in India and across the world have consistently endorsed its adherence to the
highest quality standards. The lists of export awards won by UltraTech provide ample proof of
its uncompromising standards on product quality.
UltraTech has been on the roll call of top exporters of the Chemicals & Allied Export
Promotion Council, year after year. It has also won the Capexil Certificate of Export
Recognition - Top Exporter - Cement, Clinker, Asbestos and Cement Products for the
years 2000, 2002 and 2003.

17
UltraTech Cement was recently conferred with ‘Silver’ at EMVIEs Awards 2019 under the 'Best
Media Research and Analytics Using Data and Technology' category.

UltraTech received the award for enhancing the existing brand perception of 'an expert home
building companion from planning to execution' and make UltraTech Cement synonymous
to Home Building by using Mindshare's exclusive video intelligence platform called KYVE
2.0 (Know-Your-Videos-Effectively 2.0).

UltraTech Building Solutions, a business division of UltraTech Cement Limited, was conferred
the ‘Thought Leader Award’ in the category for cement, building material and construction at a
glittering ceremony held at Taj Lands End in Mumbai on 29th June 2013.

18
 Chapter - 3 - Tasks Performed

Change Management Project (P3)

This project included enhancing managerial effectiveness through different aspects of P3
toolkit like Feedback, Appreciation, Career Conversation and Development Planning and
encouraging consistent display of these behaviours.

Tasks performed:

• Planned the execution of P3 Project

• Communicated with the participating stakeholders to influence them to derive maximum
benefit from the project.
• Designed, collected and analyzed the feedback quantitatively as well as qualitatively.
• Created and implemented a communication plan to engage the Managers.
• Conducted several activities to engage the managers.
• Communicated the initiative through designing creative infographics and 1-page
summaries.
• Prepared a questionnaire for interaction with managers.

Influencing
stakeholders

Engaging
Propagating
managers
key
through
Behaviours
activities

Seeking
feedback

Fig 1 – P3 Project

19
Screenshots of Power-point presentations:

Fig 2 - Screenshots of Power point presentations

20
 Measurable Impact

RESPONSES RECEIVED -
FIRST INTERACTION

39
9 2

RESPONSE WILL RESPOND NO RESPONSE

RECEIVED IN NEXT
FEEDBACK
CYCLE

RESPONSES RECEIVED -
SECOND INTERACTION

43
6

RESPONSE RECEIVED NO RESPONSE

Fig 3 – Responses Received

No of P3 Managers shared positive Feedback to this initiative - 88 %

21
Measurable Impact - % of Managers conveyed to display the
behaviours:

FEEDBACK DEVELOPMENT

Positive and
70-20-10 Rule
Developmental Feedback

7% Give 14% Follow 70-20-

Positive 10 rule for
feedback Development
Don’t give Don’t follow
feedback 86%
93%

Fig 4 - Feedback Fig 5 - Development

93% managers give 86% (37/43) managers

positive feedback follow 70-20-10 rule for
following AID model. development of their team
members.

22
Measurable Impact - % of Managers conveyed to display the
behaviours:

CAREER CONVERSATIONS APPRECIATION

Recommended model - Framework - Appreciation

Career Conversations of team members

Managers follow
19% the model for Follow the
5%
career framework
conversations
Have not started Do not
following the follow the
81% model. 95%
framework

Fig 6 – Career Conversations Fig 7 - Appreciation

81% (34/43) managers use the 95% (41/43) managers follow

recommended model to the framework for
structure career conversations appreciating their team.
with their team members.

23
Talent Identification Project

Tasks Performed:

• Secondary research - included the data collection of various talent identification methods
of different companies through previously conducted studies.
• Primary research - Contacted companies and through a questionnaire on talent
identification, benchmarked 10 companies across the sectors which included
Manufacturing, FMCG, IT and Banking.
• Designed an innovative Talent Identification recommendation plan - for UltraTech
cement which would do best for the organization.

Primary Research Recommendation

Secondary Research
(Benchmarking) Plan

Fig 8 – Talent Identification

Talent Identification :

Talent identification is the foundation for an integrated talent management system. Identifying
talent for development requires not only an accurate evaluation of the current performance of
existing employees, but also their potential to fulfill the requirements of more demanding positions.
A comprehensive talent identification process requires potential identification accompanied by
performance management in some cases. This is a systematic process of determining whether
individuals have what it takes to advance to positions of greater management responsibility or
positions demanding greater technical knowledge.

Importance:

High-potential employees should be identified in the organization. It’s critical that managers
identify high potential employees early in order to retain them and keep them engaged.
Talent assessment tool is used by human resources and company management to assess talent and
to plan succession strategies. The goal is to identify employees who might be a good fit for future
leadership positions within the company. On the basis of employees’ performance and potential

24
their future roles in the company are decided. Their developmental plans are made, and training
need of an employee is also decided after talent identification. Other decisions such as their salary,
bonus etc. are also affected by talent identification.

High Potential Employee

A High potential employee - three distinguishing attributes:

• Aspiration - To rise to senior roles.
• Ability - To be effective in more responsible and senior roles.
• Engagement - To commit to the organization and remain in challenging roles

Fig 9 – HiPo Employee

Readiness level of Employee:

An important component for identifying talent is to look at readiness of an employee to progress

to future roles. While the employee may have the track record of past performance and the potential
to progress, the extent to which he is ready to progress may differ. Understanding an individual’s
aspirations for career development as well as the distance between where they are now in terms of
performance and where they need to be for that future role, impacts the talent management actions
that need to be taken.

Readiness is typically categorized into three stages:

25
 • Ready Now (less than one year)
• Ready Soon (one to three years)
• Ready Future (more than three years).

Placement in these categories aids organizations in determining the timeline they have to identify
critical gaps in their capabilities and identify pipeline risks within their succession planning
processes. Determining readiness can be influenced by many factors outside an employee’s
capability, including location, position/level, career stage, and diversity measures.

Potential Measures:

• Competency model development - Sets out the specific skills, knowledge and behavioral
requirements that enable an employee to perform their job successfully.
• 360 surveys - 360 (degree) feedback and evaluation tool provides an appropriate
framework for evaluating potential. This tool provides a help in identifying the right
employees. In the 360° feedback the inputs originate from many directions (superiors,
colleagues, subordinates or internal and external customers) in a structured way along with
relevant competencies, helping to successfully map the employee’s potential.
• Assessment centers simulation - Assessments carried out using several techniques like
simulation to identify talent (ACDC)
• Psychometric testing - Standard and scientific method used to measure individuals’
behavioral style and mental capabilities - validity issues.
• Talent reviews - Leaders discuss information related to past performance and future
potential

Assessment center method: Assessment centers and Development centers.

An assessment center is basically a series of assessments carried out using several techniques like
simulation to take critical decisions like identifying talent, for their promotions and appraisals etc.
Assessment centers have clearly defined competencies with behavioral indicators and scales for
evaluation and the techniques used for assessment should assess these competencies and behaviors.
No other competency or behavior apart from the one identified earlier, is evaluated. There are
several techniques used and multiple assessors are involved to assess candidates in different
simulation and exercises. Examples of simulations include group exercises, in-basket exercises,
structured interviews, presentations, and fact-finding exercises.

Difference between assessment centre and development centre:

26
 • The main purpose of assessment centre is to run the selection process where evaluation and
assessment is emphasized. Its main use is to evaluate capability against a criterion standard.
It is a highly rigorous method.

• A development center is conducted only for the developmental purposes of the employees.
It is conducted to assess potential, to identify strengths and training needs and the end result
is a well-documented individual development plan for each participant As the motive of a
development center is to create an open and transparent atmosphere for learning, mistakes
are not treated negatively but are looked upon as learning opportunities by both assessors
and assessee. The role of the assessors in the development center also becomes larger as
they now have to also play the part of learning partner with the assessee.

While designing the AC business strategy is very important and the competencies should reflect
the strategy. Competencies should be a mix of behavioural and technical competencies

Dark side of ACDC: Participants should be prepared before being sent to assessment centers.

In ACDC the content used should be industry agnostic and not industry specific since this would
be bias for freshers as experienced candidates would already have industry specific knowledge.

Dark side of ACDC: Participants should be prepared before being sent to assessment centers.

Secondary Research

These are the key findings from Secondary research:

• In general talent identification - performance management system and potential

identification.

• High potentials: identified and developed through talent reviews, talent-assessment tools
such as psychometric tests etc.

• 1 in 7 High Performers are High Potential employees.

• Assessment Centers and Development Centers - Development plan and development

feedback is given to employees.

• McKinsey and Company - unique feature: TalentMatch.

27
 • Google - Google’s Project Oxygen: Through manager feedback surveys over time, Project
Oxygen identified ten behaviors that predicted managerial success.

• Tata Motors - Fast Track Selection Scheme (FTSS) and Management Career
Acceleration Track (MCAT).

McKinsey and Company

Through McKinsey’s TalentMatch, leadership sees clearly the strengths of star talent, flags career-
development needs and matches that talent to critical roles. It also enables interactive digital
experiences that make paper profiles unnecessary.

Google: Google identifies its potential leaders through Google’s Project Oxygen.

An internal team of researchers started Project Oxygen to determine what makes a great manager
at Google. Through manager feedback surveys over time, Project Oxygen identified eight
behaviors that predicted managerial success. Turnover, employee satisfaction, and team
performance measured this success.  Later they added two more behaviors to the list for a total of
10 “Oxygen” behaviors and aligned their leadership training programs to develop these behaviors. 

Google confirmed that the 10 behaviors were indeed the cause for better managerial outcomes in
two ways –
• They confirmed that the 10 managerial behaviors preceded employee outcomes and not
vice versa. 
• They confirmed through switching of employees and managers that when an employee is
working under a manager exhibiting these behaviors, her performance improves. 

Twice a year all the employees rate their managers on a Likert scale in an anonymous survey. The
leaders that rate high on the 13 questions have a statistically significant correlation to future
performance as measured by turnover, satisfaction and performance. The feedback takes about five
minutes for each employees’ time.

Tata Motors

Tata Motors is renowned for cultivating a culture of excellence. Its flagship talent management
programs, Fast Track Selection Scheme (FTSS) and Management Career Acceleration Track
(MCAT), are the key sources of identifying and developing future leaders of the organization.

28
High potential programs like the FTSS and MCAT are not mere processes to identify individuals
but a journey into themselves with benchmarked selection process as well as development
programs, which include classroom training, high impact projects, and rotational assignments.

Primary Research

Primary Research was conducted for 10 companies across industries like Johnson & Johnson,
TVS Supply Chain, General Motors, IBM, SAP, Genpact, FinancePlus, Mercedes Benz,
Standard Charted Bank and SIDBI.

Below are the key findings from Primary Research:

• Talent talks - conducted quarterly where 2-3 individuals tell about their journey in the
organization.

• KPI based TI

Critical
KRA’s and Quarterly Potential
success Scores
KPI’s Report Assessment
factors

Fig 10 – KPI based TI

• 9 Box-grid is used to plot the people on the basis of performance and potential and
it is further used for the development of employees.

• The mechanism involves setting: (4 plus 1 objectives)

4 objectives are directly responsibility related

1 objective is stretched objective.

• The talent management philosophy is aligned to the vision of the company, which is linked
to the values and behavior. Behavior is connected with the competency framework. The
grading is done on annual basis which is a 2x process involving business result and
behavior.

• To engage and retain the identified talent, the organization conducts special projects, short
term assignments, talent projects to give global / local exposure.

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• Trainings are being conducted for employees at all levels as per the requirements and
training needs identified by the employees during appraisal process.

• Stakeholders - The stakeholders involved in the process are: Reporting managers, Business
head, HR business partner.

• In general, 15 – 20% of high performers are high potentials in an organization.

• Role of Technology is common - In most of the companies AI/ML has an overall positive
impact on Talent Management and recruitment process is being the most benefited.

• Post Covid Impact: Challenge - To monitor the performance of employees and certain
competencies would become vital like learning agility, critical decision making, propensity
to lead and stakeholder management.

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 Conclusions

Conclusion of P3 project –

Managers have started giving positive feedback related to the behavior of their team members and
they have given instant feedback to their team members for their good performance.
Two-way feedback is initiated where team member can openly speak and give feedback

Managers conduct review meetings weekly as per their schedule where one-to-one conversations
are done, feedback is given and MDP's are worked upon. Most of the managers follow the 70-20-
10 rule for their members development as they give them projects out of their KRA's and comfort
zone.

Managers have started appreciating team members on mail, P3 platform and they have also used
appreciation trees.

Measurable impact of Change Management project was percentage of managers who were
conveyed to display the behaviors.

• 93% of the managers have started giving positive and development feedback to their team
members.
• 86% of the managers follow 70-20-10 rule for development of their team members.
• 81% of the managers use the recommended model to structure career conversations with
their team members.
• 95% of the managers have started appreciating their team members.

Conclusion of Talent Identification Project –

Benchmarked various processes of Talent Identification in different companies across various

sectors and designed an innovative Talent Identification recommendation plan for the company.

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 Key suggestions to the Company (Recommendations)

• The company can use AI/ML for potential identification:

Face recognition technologies to measure employee’s emotional traits

Keep track of high potential talent through keeping the record of engagement level
of employees and attrition rate.
Recommendation of training programs based on employee’s skills and
competencies.

• A dark triad test can be used to look for the negative traits that are evident in potentially
dangerous people. As a result of this, organization can identify the bad hires. Dark Triad
negative traits: Narcissism, Machiavellianism and Psychopathy.

• Since post covid, evaluation of certain competencies such as learning agility would become
vital, therefore Big 5 test can be used to assess the agility of employee. High score in
openness – high agility.

• Virtual Assessment and Development centre method can also be implemented due to the
current scenario. (Mercer | Mettl’s) method due to the current scenario - converging 2-3
days plan into 1 day. Out of all the activities which are done physically in an AC, 80% can
be done online.

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 References

• https://www.ultratechcement.com/about-us/overview
• https://www.adityabirla.com/businesses/companies/ultratech-cement-limited
• https://www.researchgate.net/publication/265857626_Talent_identification_and_develop
ment_tools_Two_to_tango
• https://www.researchgate.net/profile/Thomas_Davenport2/publication/47369355_Compet
ing_on_talent_analytics/links/53db93a40cf2a76fb667a588.pdf
• https://www.citehr.com/13798-talent-identification-management.html

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