In 2001, while the Tata Group was foraying into multiple new businesses successfully, the historic Tata Administrative Services (TAS), conceptualized by the legendary JRD Tata in 1956 as a source of top talent supply to the entire Tata Group, faced a severe crisis. The invasion of global majors in the Indian Talent Market led to severe competition for the TAS, which, due to a series of false steps, suffered a crisis in its Employer Brand Image and confidence, both in the target talent markets, and internally
The TAS was rated at rank 32, below even Dabur, in the annual Nielsen CampusTrack survey in 2001; TAS struggled to attract talent, and retain them, even as the Tata Group was going global
This was coupled with chaos internally on the positioning, processes and perception building measures needed to rectify the situation
How should the Tata Group plan for emerging talent needs of growing businesses across 300 registered corporations bearing the Tata name?
How should the TAS, steeped in 45 years of tradition then, reinvent themselves both externally and internally?
What should be the role-play of the central TAS scheme vis-a-vis the numerous other Management Trainee schemes operated by Tata Group companies?
How should the critically acclaimed TAS recruitment, induction and career development processes be reinvented to meet a changing, modern, tech-savvy era?
How to integrate the diversity of opinions and points of view, into a converging, powerful talent vision and processes?
How should Brand Tata be positioned in the Business Schools to realize Talent Return on Investment, under severe competition from global majors?
Rebuild the Tata and TAS Brand:Broadvision conceptualized and rolled out the ‘Tata Business Leadership Award’ campaign that engaged Talent across the top Business schools, and served as a powerful vehicle to communicate the values, businesses and heritage of the Tata Brand
Reinvent TAS processes:Broadvision comprehensively reinvented the recruitment, induction, career development, internal talent attraction and grooming processes of the TAS and modernized the scheme to meet 21st century business needs
The TAS rank improved from 32 to 6, in the CampusTrack survey conducted by Nielsen, between 2001 and 2004 - the rank remained at 6 in 2011, highlighting the sustainability of Broadvision's strategy.
The new TAS enabled the Tata Group to harness the power of Talent, to realize global success.
In 2007, while the Mahindra Group was foraying into multiple new businesses successfully, a Broadvision dipstick showed how their image trailed reality in key talent segments, which still perceived Brand Mahindra as an old-world tractor and Jeep company.
The Group operated 12 Management Trainee schemes, managed independently at Corporate and Business Sector levels - this often led to conflicts in positioning people, both internally and externally.
Both the employer brand image of Mahindra and their core talent processes to attract top talent needed urgent reinvention.
Broadvision started a case study based competition called "The War Room" that resulted in the Mahindra Group rising from no. 67 in the AC Nielson Campus Track report 2007 to no. 12 in 2011.
This competition is only open to the top 17 B-schools in India and the top teams from each college get a chance to present their ideas and solutions in front of Anand Mahindra and the group CEOs. This initiative generates a lot of interest and intense competition every year.
In 2011, the Mahindra Group repositioned themselves as "Mahindra Rise" in an attempt to unify their image across geographies and industries and to add aspirational value to their products and services.
There was a high attrition rate in the top and middle management level.
A sense of belonging needed to be developed between the organization and the employees along with an alternate pattern of thinking - the "WOW" factor was missing in the experience of the Mahindra Group's Core philosophy.
Dipstick researches and in-depth interviews resulted in consolidating the Group's information into one consolidated, interactive kit.
Employees were indoctrinated into this new way of life at the Mahindra's wherein they began believing in the core values and relate to the "I'm Mahindra" logo - resulting in a sense of ownership and accountability towards the brand.
This began as an addition to The War Room efforts to facilitate employee retention and to have a uniform induction program for people who join the Mahindra Group all over India.
Simple insights from prior industry experience and the analysis of the Campus Track report by AC Nielson (2007) were used to formulate the process of the induction program.
This resulted in a much better rating in the following years in the Campus Track report and a reduced disparity between employees who were recruited across India.
A need was recognised when AC Nielson ranked Mahindra at no. 47 on the Campus Track report (2008) since they experienced a high attrition rate and backlog when it came to recruitment.
An analysis of the internal workings of Mahindra, in terms of value proposition offered, supply and demand and differentiation strategy, and the brand perception of the company was done.
Best practices were charted and further ideation and brainstorming resulted in bettering the employment proposition that was being offered, ultimately leading to a different communication strategy. 4 core themes were created for the Mahindra Automotive brand. This program was later called "Igniters".
This helped change the existing perceptions and resulted in better brand equity. They were ranked no. 14 on the Campus Track report the following year.
P&G is the world's no. 1 FMCG company, but it still needs to continually maintain its position when it comes to talent attraction.
A multi functional approach that would develop its brand image amongst potential employees needed to be developed.
The "Dream Team" case study originated for B-school students across the top 9 schools only. This brought in the best talent in the country, undiluted and maintained its brand equity. It also helped consolidate the different measures they were employing to attract talent.