Satisfaction Survey (ESS) following a Global HR
A European multinational in the Information Technology
space which expanded operations in the APAC region following
a series of mergers and acquisitions of smaller companies
in the region.
Following the M&A, an ESS was implemented across
30 countries for 17000 employees simultaneously to evaluate
whether the organization was perceived as a preferred
Employees, managers and the leadership team were acquainted
with the survey norms to facilitate honest and real feedback.
The survey was created and conducted by Research International.
Anonymity of the respondents was guaranteed. This was
a condition to receive honest responses.
of the ESS
The ESS, an integral part of the annual business
planning process of the organization is conducted annually
to analyze and understand factors which make the client
an attractive employer which motivates its employees to
remain with it.
The survey feedback would reveal information concerning
management processes, working conditions, rewards and
recognition, trust and harmony amongst other elements
that drive the success of its people and operations.
The ESS is a tool used by the client to gain an
in-depth understanding of the attitudes, opinions and
beliefs of its employees. It seeks to identify areas for
improvement so that the management and stakeholders can
collaborate to address them.
Quantum Director – Palini Somji was involved in creating
awareness in the newly acquired companies by training
the HR team, managers and employees.
The results of the survey were analyzed and shared with
the management team and a group comprising managers and
staff was set up to evolve and implement an action plan.
The success of the Employee Satisfaction survey
was manifest through a visible change in attitudes, increase
in morale and motivation levels, confidence levels, transparency
and growth opportunities.
- Increased confidence in the leadership team and
- Leadership opportunities revealed offering employees
scope to aspire for these by enhancing skills and
- Morale and motivation issues were addressed, opportunities
for internal cross functional mobility as per competencies
- Concerns were addressed and action taken, communicated
via the intranet. This enhanced credibility of the
management and created synergies across departments
- A sense of ownership and pride of being a part of
the organization was distinctly demonstrated.
- Business Units enhanced customer focus and orientation.
- Attrition levels fell. Employee referrals increased
by substantial percentage.
Leadership Development Programme following a Merger
A European multinational expanding globally, following
the mergers and acquisitions route.
This Global Leadership Training programme is a common
management development programme designed for newly appointed
managers with an aim to move them from being a specialist
to a leader.
The programme seeks to build a common platform for developing
competencies of newly appointed and new managers in all
the countries where this European multinational operates.
Through this programme the multinational shares and disseminates
basic messages and methodologies of management development
across the organisation.
On conclusion of the training programme, managers would
have a clear understanding and appreciation of a common
leadership culture in synch with the organisation’s strategy,
values and the overall strategic agenda for the coming
years. This would result in a unified organisation in
terms of understanding strategies, systems and processes
and better geographic synergies.
It is also expected that all newly appointed managers
would develop themselves as per the organisation’s leadership
and management competency model.
of the Training Programme
- Synergize leadership thus, help the organization
achieve its strategic objectives globally.
- To build a common management and leadership culture
by a shared mindset of Organizations strategy and
- To develop individual leadership and self management
skills of new managers so that they can transition
from an expert role to a leadership role.
- To groom newly appointed managers towards a more
professional approach to build and maintain customer
- Understand the objectives of the organization for
implementing this Global Leadership Development Programme.
- To assess and guide International trainers to deliver
in the Indian scenario as the leadership was very
young and inexperienced in India.
- Bring about cross cultural synergy by making this
an international programme by inviting global participation
from within the organization.
- Take leadership issues to the next level across
- ROI (Return on Investment) was achieved at the International
On conclusion of the training programme, the following
benefits were delivered
- Newly appointed managers learnt more about strategic
management and how to achieve it at an organizational
- Helped the young leaders to Analyse their own
leadership style and develop it further
- Participants learnt about leading performance
both at the team and individual level and conflict
- Importance of improving profitability
- Taking care of customer relations
- Creating synergy via cross cultural training.
- Exposure of international training in India.
- ROI on training costs was achieved at the international
- India was being promoted as the next best destination
for global training programmes at the international