1. IS YOUR SUCCESSION PLANNING BASED ON COMPETENCIES OR ON BEING IN ‘THE RIGHT PLACE AT THE RIGHT TIME’?
2. ARE YOUR LEARNING & DEVELOPMENT INVESTMENTS GIVING YOU THE DESIRED RESULTS?
3. DO YOU HAVE A FLEXIBLE CAREER MODEL FOR EVOLVING WORKFORCE NEEDS?
4. IS YOUR TALENT MANAGEMENT STRATEGY IN TUNE WITH CURRENT WORKFORCE TRENDS?

1. IS YOUR SUCCESSION PLANNING BASED ON COMPETENCIES OR ON BEING IN ‘THE RIGHT PLACE AT THE RIGHT TIME’?
2. ARE YOUR LEARNING & DEVELOPMENT INVESTMENTS GIVING YOU THE DESIRED RESULTS?
3. DO YOU HAVE A FLEXIBLE CAREER MODEL FOR EVOLVING WORKFORCE NEEDS?
4. IS YOUR TALENT MANAGEMENT STRATEGY IN TUNE WITH CURRENT WORKFORCE TRENDS?

1. IS YOUR SUCCESSION PLANNING BASED ON COMPETENCIES OR ON BEING IN ‘THE RIGHT PLACE AT THE RIGHT TIME’?
2. ARE YOUR LEARNING & DEVELOPMENT INVESTMENTS GIVING YOU THE DESIRED RESULTS?
3. DO YOU HAVE A FLEXIBLE CAREER MODEL FOR EVOLVING WORKFORCE NEEDS?
4. IS YOUR TALENT MANAGEMENT STRATEGY IN TUNE WITH CURRENT WORKFORCE TRENDS?

Slider

If “no” then it’s possible some segments of your workforce may not be future-ready. We offer learning and development solutions that identify, build and measure new competencies, even if you have a remote workforce.

Transformative Talent Management Solutions


            

ASSESS

We exercise an organizational audit to assess misalignments

        

SENSITIZE

Create the case for change, identify sponsors & change leaders and build change management capabilities

        

INTEGRATE

Create and execute a Project Plan for the sustainable Change Model that integrates seamlessly within the fabric of the organization

        

INNOVATE

Build the capability for pervasive creativity and innovation

We will help you build an agile workforce and manage your capability development journey through various stages of growth


01

Culture, Strategy & Innovation

02

Future Ready Org Structure

03

Dynamic Talent Management

04

Change Leading, Mindset & Behaviour

05

Creative Leadership

Our Offerings


Find out more

Proprietary Workshops


MANAGEMENT TRAINING AND LEADERSHIP DEVELOPMENT


  • Senior Executive Development
  • Experienced Leader Development
  • First Time Leader Development
  • High Performing Manager Development

TOP TALENT DEVELOPMENT


  • Competency based Learning Modules (some examples)
    • Influencing without Authority
    • Negotiating for success
    • Problem Solving and Critical Thinking
    • Building Emotional Intelligence

BUILDING ORGANIZATION  CULTURE


  • Culture & Strategy alignment
  • Values sensitization & dissemination
  • Values to Action programs
  • Role modeling behaviors

ASSESSMENT AND DEVELOPMENT CENTERS


  • Identification of Top Talent
  • Identification of Future Managers & Leaders Competency Evaluation
  • Facilitation Skills

Unfold in Action


Building a Future Competency Framework

THE CHALLENGE

The rapid changes in technology have had a significant impact on the banking industry over the past decade, and the coming years are set to create even more disruptive changes. Automation and newer transaction methods like blockchain have created greater efficiencies and some redundancies. Our Client, a global bank, believed that its employees would need to cultivate differentiated competencies to stay relevant and thrive. The need was to create a growth competency framework that would take into consideration the transformative changes that were getting unleashed.

THE SOLUTION

Unfold worked closely with the top management, to help them understand the transformation landscape, imperatives for change, emerging competencies and scope the intervention. A governing council of cross team experts from the client side was formed to assess business functions and roles with the Unfold team. A comprehensive audit was conducted for existing roles, competency audit of the back office functions. A comprehensive and renewed competency framework for unique roles, and a proficiency matrix was created that would support the future priorities of the bank

OUTCOMES

The organization now has a robust future ready competency framework for each role across 9 business units. This framework has served as a critical input to developing a learning and development strategy. Further, the organization plans to use the framework to recraft their career management model

Leadership Development Program with an Intrapreneurship lens

THE CHALLENGE

A large healthcare provider had launched future competencies to re-align the direction and purpose for its leaders, managers and the workforce at large. The organization, an established chain of hospitals, is growing both organically and through acquisition. The need was felt for leaders to become agile, collaborative, intrapreneurial and future ready.

THE SOLUTION

Unfold conducted a diagnostic with the key leaders at the top and other operational and functional heads to translate the competencies to developmental actions for building a high PATIENT-CENTRIC culture. A 3-day leadership development program was designed which includes a diverse methodology - self reflection, enhancing emotional quotient, developing an inclusive and bias free mindset, taking effective decisions using effective tools, and leading through intrapreneurship.

OUTCOMES

70+ senior leadership have been covered. Based on the high quality feedback, the organization is now looking at furthering the learnings through an intrapreneurial lens.

How we helped an IT company enhance effectiveness in people processes

THE CHALLENGE

Our client, an IT/ITES company, had grown through 3 acquisitions in the last 5 years. A CMM Level 3 organization, they were looking to build a high performance work culture. As part of this vision, they wanted to strengthen their HR function. People processes were to be standardized and made responsive to changing business and employee needs. They also sought a new ‘HR Framework’ that would reinvent talent management. The idea was to close competency gaps and redesign specific people processes like Performance Management and Rewards Strategy.

THE SOLUTION

Unfold conducted an assessment with key leadership stakeholders to understand organizational culture, current realities, business goals, and expectations from people management practices. An employee assessment was also done to gather feedback on HR effectiveness and gauge the responsiveness to change. An assessment was also made of process maturity across employee lifecycle and dependencies.
The assessment findings were presented to leadership and HR, as the Voice of the Customer, Voice of the Leaders, Voice of the Employees, and Voice of HR.

OUTCOMES

A business case was made to:
- Reinforce organizational intent, and build alignment for the future
- Define and design performance, evaluation and reward processes keeping in mind current and future needs
- Build a change management road map for communication, sensitization and adoption of new practices
Over 400 people were covered in this intervention