Case Study | Beat the Heat


Recently we conducted a 3-day Beat the Heat workshop to address ‘Problem Solving and Decision Making’ competency  for a batch of Senior Engineers with focus on Collaborative Problem Solving and Decision Making for one of the largest PSUs.

When challenges at work-place spring-up, which is actually quite often, the focus gets drawn to these areas:

  • One’s personal sense and attitude to solving the challenge, i.e. – Role of Self
  • Communication with others, i.e. – Role of Others

In this 3-day workshop, these were some of the focus areas:

1- Critical and Logical Thinking – A highly undervalued and underestimated skill when especially handling challenges and change by oneself or with others. We actively promote this skill in our interventions as applicable. This is one of our specialized skill-sets.

2- Groupthink – A psychological phenomenon that occurs within a group of people in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome. Groupthink can severely impact Effective Decision Making when in groups.  Click here to read more.

3- Humor at Work – A tool and way of life for mental flexibility. This was included to demonstrate the need to stay light-hearted when facing challenges and finding solutions with others. This is one of our Signature Solutions for organisaions.

Result? Received highly favourable response by the participants with statements such as:

Thumbs Up

“It was a practical and insightful session.”

“This workshop was very useful and interactive.”

“It was a perfect and excellent session.”

Click here to read if you would like to know more about how we created customized content for ‘Negotiating Conflicts’ for a Collaborative Climate at work.

If you would like us to facilitate similar workshops or create a learning strategy for your organisation, reach us at or leave a comment here.

When Dealing with Challenges Together


Collaboration definitely does involve getting together as a team to solve challenges.

However, it also involves active contribution by all during that gathering.

If you reach an impasse, a deadlock, answer these before you look for a mediator:

1)Were all arguments fairly considered and acknowledged?

2)Did you classify the challenge/broke it down into smaller parts?

3)Was there a respected leader to moderate discussions?

4)Was there sufficient light-heartedness about solving the challenge together?

Work that Collaborates – Saurabh Wadhwa | IndusInd Bank

Recently, Saurabh Wadhwa – Head L&D, Consumer Banking at IndusInd Bank –  designed, implemented and led an elaborate and thorough Onboarding Strategy. This was not only to create an Onboarding Experience but also was a Retention Strategy.

new-hireThey identified that they needed to invest in an Onboarding Strategy and the reasons were:

  • Highest attrition rate in first 9 months (generally so in any retail organisation).
  • People who stick around for more than a year are truly profitable not only for the organisation but also themselves.
  • If people experience success in initial months of joining, they tend to stick longer with the organisation.

So through this elaborately designed Onboarding Experience, we wanted them to feel:

  • Important part of IndusInd
  • Belonged and Proud
  • That they had the desired knowledge and skills that they can apply here

We had a choice to observe between why people leave and why people stay. We chose to study that why people were successful and why they stayed. This is because – 

If failures are contagious, so are the successes!

We identified the values and behaviors of the successful people at IndusInd and created training programs to contextualise and customise the learning. 

We created an internal brand called as IndusPro and would certify people who exhibited the values and behaviors. We very actively promoted these values and behaviors internally.  We high-lighted the Successful People and also the people who actively worked on displaying the desired behaviors.

We wanted people to actively work on imbibing the values and behaviors of the Successful People and get the IndusPro Certificate.

As part of this strategy, we created blended learning interventions where they had to go through e-learning programs in combination with class-room sessions for practicing the learning.


The bigger challenge here was ‘how do we align the business and create a consistent top-to-down language and mind-set’. We did not want the instances where the L&D team spoke one language and the management, esp the immediate managers, spoke another.

For this, we also trained the managers on what to say and how to support the intervention. They were directed on setting expectations and even action-plans with their subordinates. So that the credibility attached to the learning programs was there.

The expectation management has to be very clear right at the managerial level. This was not only for the program while it ran but also what was to happen post the program.

We also married this effort with a Balanced Score Card and Quality Matrix. Which is why identifying and highlighting the Successful People was absolutely required.

Active feedback and reviews were provided to all the participants undergoing workshops. Here again we had to focus a lot on alignment:

  • What they wanted their people to experience in the intervention
  • What will be their role in giving them the desired intervention

The new-hires, the learners here, also had to go through assessment process – even the managers were part of the assessment process along with the L&D leaders. We also ensured sustenance of learning through constant refreshers – online mediums, shared success stories etc.

We had the L&D team and the Management take joint ownership to make this effort successful and saw Business Impact such as:

  • decreased attrition rate
  • higher productivity

We made this entire Onboarding Learning Experience ‘something to aspire for’ and people actually got very interested in being part of this and get the IndusPro Certificate.

Unconference: Chapter #9

If you want to see the real execution of ‘Learning is a process and happens to all at any time’; experience our Unconferences!

On September 30, 2016, we Organised and Moderated the ninth chapter of Unconference series and the topic of discussion was – Succession Planning: Building Future.

Click here to read the news coverage by ANI News.

For our Unconferences, we invite Business and HR Leaders from across organizations and industries to discuss relevant topics pertaining to People Development in an Organization. We also have Pace Setters to set the pace for the discussion and invite responses. These are very interactive sessions.

This time, the Host and Sponsor for Unconference #9 was Jones Lang Lasalle (JLL).


Mr Deepak Bharara, CHRO at Lanco Infratech Ltd, was the Pace Setter. He initiated the conversation with ‘What comes to your mind when you think about Succession Planning?’ and acknowledged multiple and varied responses. He shared great insights about how a Succession Planning should be and the very elaborate LEO Model that they created at Lanco.

Mr Anil Gaur, Head HR at Jubilant Life Sciences Ltd, added much to this conversation by sharing the inspiring strategies and models they use for Succession Planning at Jubilant. Such as:  the 15 day Simulation, ABC Grid to identify role-readiness etc.


Mr Sandeep Tyagi, Director HR at Samsung Electronics, shared about the accelerated growth path and job-rotations for Leadership Development at Samsung.

Ms Pooja Malik, VP HR at Anand Automotives Ltd, talked about the psychometric tools and 3*3 metrics that they refer to at their organisation.


Mr Sukhdeep Aurora, HR Head at JLL, spoke about the holistic philosophy they refer to at JLL – such as Age No-Bar, Rigorous Review Meetings, Need to reach DNA etc.

Mr Anuj Taneja, VP HR at HDFC Bank, highlighted the methods they use such as: IDPs, Stock Options etc – to motivate and retain Leaders as part of the Succession Planning process.

Many other insights added and shared by more HR Leaders such as:

Ms Arpita Kuila, HR Head at NEC

Mr Gaurav Rikhi, Sr Manager at IndiaBulls

Mr Rahul Jain, AGM HR at Uflex Group

Ms Akansha Shrivastava, HR Head at Kanika Investment Ltd

Ms Priyanka, Sr Manager HR at Soultree

Quick Feedback Quotes:

Mr Tyagi: Very nice session.

Ms Malik: We should do this more often.

Mr Taneja: It was great.

Mr Aurora: Look forward to next Unconference.


The Unconferences that we host are a medium to facilitate Collaborative and Informal Peer Learning; and we don’t charge our guests for that! These are small group (up to 15 participants at a time) and informal get-togethers. We genuinely want real and meaty discussions to happen so everybody gets to take back their share of authentic learning.

Look forward to more in this space and if you would like to be invited for an Unconference, please write to us at