Broadvision helps companies innovate points of intersection of Strategy, Brands and People |
Broadvision helps corporations engage with People who could be potential talent, stakeholders, employees or customers |
When the Tata Group struggled to modernize and re-position the Tata Administrative Services scheme, they used Broadvision*. |
In 2001, the Tata Group was foraying into multiple new businesses successfully. But the Tata Administrative Services (TAS), conceptualized in 1956 to source top talent to the entire Tata Group, faced a severe crisis.
The arrival of global majors in the Indian Talent Market led to high competition for the TAS. This led to the TAS losing its Employer Brand Image and confidence, both in the target talent markets - the top business schools of India, 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 diverse visions internally on the positioning, processes and measures needed to rectify the situation.
Broadvision conceptualized a 2-pronged strategy, to rebuild the Tata and TAS employer brand and create a sustainable Talent pipeline of top talent for the Tata Group. |
Broadvision conceptualized and executed a multi-pronged brand campaign including the Tata Business Leadership Award, to engage Talent across the top Business schools, and communicate the values, businesses and heritage of the Tata Brand.
Reinvent TAS processes:Broadvision reinvented the recruitment, induction, career development, internal talent attraction and mentorship processes of the TAS, thereby modernizing the scheme to meet 21st century business needs.
As a result of Broadvision's new strategy, 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 the strategy. |
The new TAS enabled the Tata Group to harness the power of Talent, to realize global success. |
"During the 90s, I saw TAS losing its prime position as the recruiter of choice in the top business schools of India. It almost led me to believe that the youth of today are probably too demanding for our Group's comfort. But with the Talent engagement strategies, new models and new processes that Sriram brought to the table, we could dramatically improve our position not just at the Business Schools, but across youth constituents of India in all their forms - as potential employees, customers and investors!"
By 2007, the 6-decade old Mahindra Group had grown ten-fold, from a 'Jeep & Tractor' company to a federation of 22 successful businesses spanning 110 companies, led by the visionary Anand Mahindra. |
But the Mahindra Brand perception in youth segments, particularly in the leading Business and Technology Schools lagged behind reality - the youth across these talent segments were under-informed about the Mahindra Group, and therefore undervalued the brand.
Research showed the new generation of youth were not abreast of the various strides of progress made by the Mahindra Group between 1993 and 2007. This led them to perceive the brand adversely.
The adverse brand perception affected the Mahindra Group's ability to attract talent to meet growing business needs. It also risked the Mahindra Brand to being alienated among an important emerging consumer group - the talented youth of India.
Mahindra Group had made considerable in-house efforts to rectify the situation, but were not satisfied with limited impact attained. |
Mahindra experimented with attracting talent from "whatever schools they could attract from" and groom them over time.
But the business managers discovered that the talent was good in parts, but was far from being adequate to meet the increasingly challenging market conditions.
There were divergent views on the relationship between the Mahindra brand and the youth segments, particularly those in the Top business and technology schools in India.
In 2008, the Mahindra Group's rank in Nielsen CampusTrack survey across Indian Business Schools was 67, and Engineering Schools was 55. |
The low rank in Nielsen Campustrack was not reflective of the well-performing, ethical and reputable Mahindra Group.
The research findings spurred the Mahindra Group to engage Broadvision. In September 2007, the President of Mahindra Group Human Resources called Broadvision Perspectives to comprehensively assess the situation, strategize, and build the employer brand - in both the top Business schools as well as the top Engineering schools of India.
Broadvision engaged to transform the Mahindra Employer Brand in 4 significant phases. |
In the first phase, Broadvision re-analyzed Nielsen CampusTrack research reports, and conducted additional focus groups and In-depth Interviews across talent segments - specifically the top Business and Engineering schools, as well as the Mahindra Hiring Managers and Business Leaders, to map the current position of the Mahindra employer brand.
In the second phase, Broadvision conducted a benchmark of best and worst practices by leading recruiters in the leading Business and Engineering Schools of India, to map the target position of the Mahindra employer brand.
In the third phase, Broadvision evolved the product-improvement plan to significantly alter the value proposition Mahindra offered to young managers and engineers. The creation of these schemes is listed as a separate engagement the details of which can be accessed by clicking here.
In the fourth phase, Broadvision evolved the brand improvement plan to energize the Mahindra Employer Brand by creatively communicating the new value proposition to target talent in leading Indian Business and Technology Schools of India.
Broadvision created a new employment value proposition for young managers interested to pursue opportunities across the Mahindra Group. |
Broadvision studied Mahindra Group HRs current processes spanning indenting, pre-recruitment, recruitment, post-recruitment, joining, induction, initial training, posting, ongoing performance review and career development.
Working closely with Human Capital Leaders across the Mahindra Group, Broadvision reinvented each of these processes, to powerfully impact all key stakeholders - Campuses, Hiring Managers in Mahindra Businesses and senior Mahindra Leaders.
This resulted in several path-breaking innovations in people management in a new look Group Management Cadre (GMC) scheme to attract and develop young managers for the Mahindra Group, and the Igniters scheme to attract and develop young engineers, with: New Indenting Process, Talent Engagement before recruitment with The War Room and AutoQuotient campaigns, Talent Attraction as part of recruitment, New Recruitment Process, New Induction & Initial Training Strategy, New Career Vision & Development Roadmap
Broadvision created The War Room campaign to reorient perceptions about Brand Mahindra, build the Mahindra Employer Brand and aid disruptive innovations across Mahindra businesses. |
Conceptualized in 2007 and rolled out annually since 2008, The War Room is acknowledged as one of the most innovative and powerful employer brand campaigns ever to have been built.
Designed as a business school contest, over 5000 students from the Top 25 Business Schools of India participate each year to ideate on live business issues across 22 verticals. Since inception, over 25,000 Business School graduates from the Top 30 business schools of India have participated in The War Room, presenting more than 400 business innovations over this period. Mr. Anand Mahindra and the Group Executive Board of Mahindra, comprising the top leaders of 22 business verticals spend a day each year, to to select the best business ideas presented in The War Room.
The Mahindra Group benefits significantly from the brand mileage, visibility and engagement of talent that The War Room offers each year, and has been the annual presenting sponsor of the campaign every year since the year of inception.
The Mahindra Groups Brand Rank in improved from 67, when Broadvision commenced work, to 47, 33 and 12, over the each annual survey of Nielsen, across both Business and Engineering Schools. |
'The War Room' became a powerful source of new business ideas for the Mahindra Group, with Mr. Anand Mahindra as its biggest fan and follower - CNBC televises and telecasts the event as 3 episodes each year since 2008. |
video will be available shortly
When Procter & Gamble realized the need to enhance visibility, decibel level and engagement with leading business schools to gain a competitive edge, they called Broadvision. |
Broadvision engaged to energize the P&G corporate brand in 3 significant phases. |
In the first phase, Broadvision re-analyzed Nielsen CampusTrack research reports, and conducted additional focus groups and In-depth Interviews within P&G, to map the current position of the P&G employer brand in India.
In the second phase, Broadvision conducted a benchmark of best and worst practices by leading recruiters in the leading Business Schools of India, with specific focus on the top recruitment slots, to map the target position of the P&G employer brand.
In the third phase, Broadvision studied the multi-functional approach of P&G for its uniqueness in the FMCG Industry, and developed it into a platform of talent engagement with the top-end talent of Indias leading Business Schools. The Dream Team was created as a unique platform to enable talent in leading business schools to experience the multi-functional approach of P&G vicariously, by working on live issues. The talent could thus experience the P&G edge, over other FMCG competitors who had a longer tenure of recruiting from leading Indian business schools, while also generating 9 valuable innovative ideas for P&G air care category in India.
Broadvision helped the TAS reinvent themselves - but first, there were several strategic, tactical and operational issues to be addressed. |
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?
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 Broadvisions strategy. |
When the Mahindra Group wanted to refresh their 10-year old Corporate Management Trainee scheme, they turned to Broadvision. |
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.
But several strategic challenges had to be surmounted, and consensus build among the leaders of the Groups diverse businesses, as Broadvision went about the engagement. |
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?
Broadvision created a new employment value proposition for young managers and developed the Group Management Cadre (GMC) as a modern, effective scheme to attract and retain top talent across diverse Mahindra businesses. |
Broadvision studied Mahindra Group HRs current processes spanning indenting, pre-recruitment, recruitment, post-recruitment, joining, induction, initial training, posting, ongoing performance review and career development.
Working closely with Human Capital Leaders across the Mahindra Group, Broadvision reinvented each of these processes, to powerfully impact all key stakeholders - Campuses, Hiring Managers in Mahindra Businesses and senior Mahindra Leaders.
This resulted in several path-breaking innovations in people management in a new look Group Management Cadre (GMC) scheme to attract and develop young managers for the Mahindra Group, and the Igniters scheme to attract and develop young engineers, with: New Indenting Process, Talent Engagement before recruitment with The War Room and AutoQuotient campaigns, Talent Attraction as part of recruitment, New Recruitment Process, New Induction & Initial Training Strategy, New Career Vision & Development Roadmap
Since inception in 2008, the Group Management Cadre has implemented several Broadvision innovations to attract and develop young managers for the Mahindra Group. |
Indenting Process | Pull-based Indenting Scheme |
Talent Engagement Process | The War Room Campaign |
Talent Attraction Process | GMC Summer Internship Program and Final Recruitment Presentation + Poster Campaign + Branded Merchandise |
Recruitment Process | The GMC 4-stage recruitment process comprising Resume Screening & Scoring, the Bingo Process, the Leadership Round and Sectoral Interviews |
Onboarding & Induction Process | Doing away with multi-sector mini projects; Rise philosophy Im Mahindra On-boarding & Induction focused on bonding new hires to Mahindra Brand |
When Mahindra Automotive & Farm Sectors felt the need to enhance their employer brand perception and quality of Graduate Engineer hires, they turned to Broadvision. |
The Indian Automotive & Farm sectors are witnessing increasing competition, with all the worlds leading companies invading the market.
This has led to heightened competition for talent in the Engineering Schools, particularly at the top end.
Mahindra Automotive & Farm Sectors, accounting for over 60% of the Groups revenues, felt the need to modernize their brand image and their 3 decade old Graduate Engineer Trainee scheme.
Mahindra AFS engaged Broadvision in the January 2008 to July 2009 period, and again in the January 2011 to September 2012 period to comprehensively reinvent their employer brand image and the Graduate Engineer Trainee scheme.
Broadvision reinvented the 3-decade old Graduate Engineer Trainee scheme of Mahindra Automotive & Farm Sectors, into a modern, next generation Igniters scheme. |
The Igniters scheme was designed by Broadvision into a modern engineering talent development scheme, featuring several innovations. |
Indenting Process | Function-Division Matrix based Forecasting and Indenting |
Talent Engagement Process | The AutoQuotient Quiz |
Talent Attraction Process | Igniters Summer Internship Program and Final Recruitment Presentation + Poster Campaign + Branded Merchandise |
Recruitment Process | The Igniters recruitment process comprising the Technical Test, Resume Screening & Scoring, the Bingo Process and the Technical Round |
Onboarding & Induction Process | Replacing the old 45-day centralized induction with a 14-day Induction; Pre-Learning Program; Plant Training; Functional Rotations |
When the Mahindra Group wanted a group-wide, consistent Induction and On-boarding experience that inspires their talent to RISE!, they turned to Broadvision. |
The Mahindra Group rolled out the Rise philosophy as their new guiding light that represents who they have been and where they would like to go.
As part of implementing the same, they addressed every aspect of the employee life cycle, the foremost being the joining and working experience in the first 180 days - from the date of joining Mahindra, to the comletion of first 6 months.
Broadvision Perspectives was engaged for an 18-month project to understand current experiences and reinvent a new, Rise standard On-boarding & Induction Process that creates a wow experience in the new hires, at every level.
Broadvision engaged in 4 phases to create a Rise experience of On-boarding and Induction for new joinees at every level, across 22 verticals spanning 110 Mahindra Group companies. |
In the first phase, Broadvision conducted focus groups and In-depth Interviews across the Top, Mid-Level and Entry-Level recent hires across 11 locations worldwide, to map the current position of On-boarding and Induction experiences.
In the second phase, Broadvision conducted a benchmark of best and worst practices in On-boarding and Induction by leading global companies, to map the target position of On-boarding and Induction experiences.
In the third phase, Broadvision researched multiple aspects of the Mahindra Group and developed 6 themes that enable new hires to connect with the Mahindra Brand and Rise philosophy. These themes were designed into a 5-hour Induction Module delivered through a Flash presentation, Puzzles, Quizzes and ice-breakers.
In the fourth phase, Broadvision branded the experience as Im Mahindra symbolising the integration of individual and organizational goals to pursue global opportunities, developed the Im Mahindra kit and trained 103 senior level Human Capital resources of the Mahindra Group to deliver the experience to new hires group-wide, since April 2011.
Mahindra Research Valley - Change Management. |
When Mahindra Automotive & Farm Sectors faced Change Management issues when their R&D base shifted from Nashik Maharashtra to Chennai, Tamil Nadu, they engaged Broadvision.
In the second phase, Broadvision conducted a benchmark of best and worst practices in On-boarding and Induction by leading global companies, to map the target position of On-boarding and Induction experiences.
Broadvision rolled out a 4-month change management program to comprehensively understand the barriers to the move, supported the implementation of solutions to legitimate issues faced by the moving R&D leaders and communicated on erroneous perceptions that caused obstacles to the move.
The program caused a significant positive wave, preventing further attrition, encouraging the moving staff to rise up to the organizational need, while minimizing the barriers to the move.
Mahindra Automotive & Farm Sectors - Cross-functional Team Effectiveness. |
Mahindra Automotive & Farm Sectors wanted to understand what makes their successful cross-functional teams tick, and what causes the unsuccessful cross-functional teams to fail.
Broadvision rolled out a 4-month program that researched the processes, culture, tools and techniques adopted by 5 teams - 2 of which attained high success, 1 moderate success and 2 failures. Based on the research, the common factors leading to CFT success in the Mahindra AFS context was identified and are being adopted since 2008 in the design of new Cross-Functional Teams in the Automotive & Farm Sectors of the Mahindra Group.
During 2007 to 2012, Broadvision has helped HR leaders to help communicate the value of various learning, sourcing and development initiatives to the respective target audiences. |
INTERNAL COMMUNICATION:
RPG Going for Growth
Schneider Electric POSE Values
LEARNING INITIATIVES:
Ascend Book 2009
Ascend Book 2010
DiscoveRPG
Bristlecone DVD
During 2007 to 2012, Broadvision has helped HR leaders to help communicate the value of various learning, sourcing and development initiatives to the respective target audiences. |
SOURCING INITIATIVES
GMC Resume Design
GMC Recruitment Campaigns 2008, 2009, 2010, 2011
GMC Summer Internship Program Branding 2008, 2009, 2010, 2011
RPG Recruitment Panelists Pack
GMC Recruitment Forms
Igniters Recruitment Forms, Hall Tickets etc.
DEVELOPMENT INITIATIVES
GMC Blue Books, Red books
GMC Group at a Glance Induction DVD
Mahindra AFS EVP Book
RPG Development Centre Branding
RPG Workplace Identity Guidelines