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Leveraging Your Unfair Edge ThroughLeadership Development

An Introduction to Hewitt Leadership Consulting | 2010


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Contents

Introduction toHewitt

Leadership

Consulting

Crafting the

Leadership

Strategy

Top TeamEffectiveness

Creating aLeadership

Pipeline

About HewittSome Client

Stories


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Section 1


Leadership

Consulting

Crafting the

Leadership

Strategy



Pipeline


Stories


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4

Hewitt Leadership Consulting

What Makes Us Unique

Most books and research on leadership

focus on the

Evolved research and interventions

should focus on the

(how to become a better leader) (how to build leaders faster and betterthan the competition)

CRAFT OF LEADERSHIP SCIENCE OF BUILDING LEADERS

At Hewitt, we emphasize on the science of building leaders, as opposed to the craft of leadership. It is this fundamentalpremise on which we base our research and intervention, and this key differentiator that makes us uniquely positioned tohelp our clients solve their leadership challenges.


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What We Consistently Hear from Clients

The Challenges

Our growth ambitions are outstripping our ability to groom talent

internally. We are not built to grow our talent pool fast enough tofeed our business growth.

We have solid technical capabilities. We just cant convert enoughof our technical leaders into business leaders.

We have a strong leadership team at the top but half of them willretire over the next 2 years. We dont have enough emerging

leaders to replace them.

We are expanding regionally and globally. Where can we find thetalent to run cross-cultural operations? Our existing leaders dont

have cross-border experience.

Our leadership team is strong, but they are being targeted by newentrants. We are not a big enough brand to attract strong leaders

from outside.

Double DigitGrowth

LeadershipSkills

AgeingLeaders

Expansion

Woes

AttractingLeaders

Faced with the triple

challenge of a rapidlychanging businessenvironment, drive toachieve aggressivebusiness plans, and anacute shortage of talent,our clients tell us that theywant more leaders, betterleaders, across the

organization, around theworld, ready sooner!


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What We Consistently Hear from Clients

Leaders Across Levels

We need our top teamto be directlyentrenched and involved

in a culture of leaderbuilding

We need to accelerate

the growth of our top

potentials and get themready for executive

positions sooner

We want our highpotentials to become

Leaders of Choice making us an Employerof Choice

We need to spot ouryoung potentials earlierand make them agents

of change andtransformation

MAKE ITHAPPEN

LEADERS

FRONT-LINELEADERS

FUTURESHAPINGLEADERS

TOP TEAM

YOUNG POTENTIALS

HIGH POTENTIALS

TOPPOTENTIALS

NEXT

CEOPower Co,

UK

Consumer Co,France

Telco, US

Tech Co, AsiaPacific

The demand for leaders is not restricted only to the higher echelons of management. Leaders are desired at every level,be it at the fore front to manage teams, at the middle to manage specific short term goals, or at the senior and top level the business leaders who focus position the company for success in the medium term and those that lead the company

into the future.


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Hewitt Leadership Consulting

Helping Clients Build Leaders Faster and Better than the Competition

WHAT WE BELIEVE

Our perspectives are based on our strongresearch foundation

WHAT WE DELIVER

Well rounded, specific interventions ensure that our clientshave the right strategy and approach

Our ResearchFindings

Our UniquePerspective on

LeadershipEffectiveness

Our beliefs

informs our

solutions

Our experience

sharpens our

beliefs

Benchmark with Top

Companies and craftLeadership Strategy

CRAFTING THESTRATEGY

Enhance the

effectiveness of theTop Team in building a

strong leadershipculture

TOP TEAMEFFECTIVENESS

Our research and interventions help our clients spot future leaders earlier and deliver better leaders faster!

Assess leaders and

accelerate growth anddevelopment to createcurrent and future

leaders

BUILDINGPIPELINE


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Our Beliefs

Hewitts Unique Perspective on Leadership Effectiveness

What the leader KNOWsimpacts the ability topick and execute the

right strategy

The choices a leader

makes in DOING whatmatters and letting go ofwhat doesnt impacts thespeed and effectiveness

of execution

The way the leader is

BEING(repeatedpatterns of behavior)

has an impact onorganization culture

and values

KNOW HOW

STYLE BANDWIDTH

Organizations tend to over-simplify leadership effectiveness using a generic list of competencies. At Hewitt, we believeeffective leadership is an ongoing interplay between 3 equally important components.

These effectivenessthemes worktogether and make

or break leadereffectiveness.

Building leaders

involves knowingareas of focus andwhat will have thebest impact on

leadereffectiveness.


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Maniacal focus ontalent

Practical and alignedprograms

Tipping point whenleadership becomes a

discipline

One of the key enablers of building leadership quality and depth is active involvement from the CEO and Board ofDirectors. At todays leading companies, talent management and leadership is owned by and driven from the topof the housefrom the C-Suite and Board of Directors ownership and oversight of talent and leadership practices

down to the personal ownership and accountability of leaders at all levels.

The Tipping Point to move from solid leadership practices to Great is when leadership becomes a discipline. Thishappens when the other three themes (outlined above) are executed in concert with

one another consistently and with depth. Leadership becomes a part of the very fabric of the organization. Inorganizations where the tipping point is reached, talent development becomes a way of life and indistinguishable

from running the business on a day to day basis..

Leaders lead the way

At Top Companies for Leaders, focus is on disciplined execution of talent programs and not just on

fancy design. The integration and execution of programs is what makes them real. Companiesdifferentiate themselves by effectively utilizing their practices to develop talent and leaders in support of their

business strategy.

Top Companies for Leaders are serious about investment in top talent. They more actively manage

and develop their best talent, and provide differentiated compensation, development, and exposure to senior

leadership.

Our Beliefs

Our Research Findings

Our flagship leadership study shows that the TOP COMPANIES FOR LEADERS do significantly different things in 4 areas


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SECTION 2


Leadership

Consulting

Crafting the

Leadership

Strategy



Pipeline


Stories


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Leadership Strategy

Hewitts Point of View

Our research shows that for organizations, success begins with a clearly defined leadership strategy. We have identified 6key organizational outcomes and 28 key levers of an Orchestrated Leadership Strategy

Does the organization

measure and monitor riskelements of the leadership

pipeline

TALENT RISKMANAGEMENT

Engagement

and RetentionRisk

Management

Succession

RiskManagement

Diversity

RiskKey TalentSupply Risk

Capability andTransition Risk

Management

Are leadershipexpectations & programsaligned to business

strategy

STRATEGYALIGNMENT

KNOW HOW

Alignment withStrategicDirection

Style Fit withCulture

DisciplinedAlignment

Check andUpgrades

Strategic

Long TermPlanning for

Leaders

How does the organization

identify, reward, builds& deploy key talent

Key TalentRewards and

Engagement

KEY TALENTFOCUS

Key TalentSegmentation

andIdentification

Key Talent

Staffing andMobility

Key TalentNetworks and

Access to SeniorLeaders

Do development

processes &programsdeliver accelerated

growth for leaders

ACCELERATEDGROWTH

Targeted

Programs forTalent

Segments

Faculty

andDelivery

Resource

Priority onDevelopment

Use of

MultipleTechniques

DevelopmentInfrastructure

Is the organizationeffectively executing

disciplined programs &processes over time

DISCIPLINEDEXECUTION

Governance and

Accountability

Leadership /Organization

DevelopmentCapability & Skills

Organization

Mindset onTalent

Collaborationand

Consistency

Technology

andInfrastructure

Are top executivespersonally involvedin Leadership building

Sponsorship of

Top Team forLeader Building

Efforts

TOP TEAMENTRENCHMENT

TalentReviews by

Top Team

Key TalentDecisionsmade by

Top Team

Priority andfocus on

LeaderBuilding

Directaccountability

for LeaderBuilding

OUTCOMES AND LEVERS OF A LEADERSHIP STRATEGY


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Leadership Strategy

Our Approach

The 28 levers are debated in detail through a workshop with senior management. The roadmap created is then used as ablue print for the implementation of practices and initiatives.

Level 1:

Falling Behind

Level 2:

Foundational Practices -Building Differentiation

Level 3:

Fairly Mature Practices,Building on Strengths

Level 4:

Highly Mature Practices,Pulling Away fromCompetitors

DISCIPLINEDEXECUTION

ACCELERATEDGROWTH

KEY TALENTFOCUS

TALENT RISKMANAGEMENT

STRATEGYALIGNMENT

TOP TEAMENTRENCHMENT

Where we are today Where we want to bein 12 months

Where we want to be in 3years

Where we need to focus ourefforts

ILLUSTRATION OF STRATEGY BLUEPRINT


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SECTION 3


Leadership

Consulting

Crafting the

Leadership

Strategy



Pipeline


Stories


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Top Team Effectiveness

Hewitt Point of View

Bandwidth

Style

Assuming Top Leaders are equipped with the Know How, thedifferentiators of top team effectiveness are the Style of Leadership andManaging Leadership bandwidth effectively. These become the focus areas ofour assessment and development intervention.

Further, our interventions address effectiveness of top team members asindividuals and as members of a working unit.

DIFFERENTIATORS OFTOP TEAM

EFFECTIVENESS

BUILDING EFFECTIVESS OF TOP TEAM AT AN INDIVIDUALAND TEAM LEVEL

AS INDIVIDUALS AS THE TOP TEAM

AIM Be effective in their ownspheres of operation and

responsibility

Be effective as the teamtaking all business decisions

and acting as thought leadersto execute strategy

FOCUS OFASSESSMENT ANDDEVELOPMENT

HEWITTSDEVELOPMENTTECHNIQUE

TOP TEAM COACHING

TOP TEAM FORUM

TOP TEAM FORUM

BANDWIDTH

STYLE

BANDWIDTH

STYLE


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Credible Assessment The Precursor to Development

Life Styles Inventory TM

The Construct:

Human Synergistics distinctivecircumplex is a quantitative humanbehaviour measure.

The conceptual model arranges variablesin a circular manner based on theirsimilarity.

It measures a current level ofeffectiveness based on 12 specificpatterns or styles of thinking, behaving,and interacting.

It identifies strengths, as well as areasthat need to be developed.

It creates awareness of constructivebehaviors.

Leadership Style

Tools like LSI, Facet 5, Hogan

Assessment helps leadersidentify perceptions of theirleadership style give them aframework to bring abouteffective change.

Leadership Bandwidth

Through Hewitts bandwidth

assessment tools top teammembers are provided aframework to answerbandwidth questions and assessthe changes they want to bringabout in managing theirbandwidth

EXAMPLE OF STYLE ASSESSMENT TOOL


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Coaching for Leader Transformation

Setting the agenda: Develop a clear senseof long term success in the role based oncritical outcomes in the next 12 months

Enrolling the others: Identify, approachand secure commitment from keystakeholders who are critical to helpaccomplish the agenda

Mapping bandwidth: Between eachcoaching session reflect on past 2-3

months and map interaction and activitybandwidth

Let Gos and Pick Ups: Identify 1-2behaviors you must phase out and 1-2behaviors you must inculcate, draw up adetailed plan for each and make acommitment

Follow Through: Execute action plans,

review progress, recalibrate bandwidthand solicit inputs from stakeholders

STEPS OF THE PROCESSWe advocate five critical steps as a part of our trademark bandwidthcoaching approach. The entire process can take up to ten-twelvemonths, suitably supported by the Hewitt executive coaches

LEADERSHIP COACHING PROCESS

SETAGENDA

ENROLLOTHERS

MAP

BANDWIDTH

LET GOs

and

PICK UPs

FOLLOWTHROUGH

1 2

3

4

5

BANDWIDTHCOACHINGTM


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Leadership Forum for Group Transformation

Hewitt Leadership forums focus on transformation through groupintervention as opposed to the more individual nature of leadershipcoaching. This may be done through an integrated 3-4 day forum or be

spread across a longer duration at regular time intervals

UNDERLYING PRINCIPLES

LEADERS STARTING OFF!

Apathetic towards TalentInitiatives

Less than collaborative inworking with each other

Ill equipped to groom highpotential talent

Blindsided to personaleffectiveness

Short Term orientation

LeadershipForum LEADERS AT DESTINATION!

Authentic Leaders Tighter and more Effective Top

Team of Leaders

Strong Talent Magnets

Highly Self Aware

Conscious of their StrongImpact on the leadershiptalent

Excited about the journey ofthe Organization

TRANSFORMATIVEEXPERIENCE!

Business Connect - Strong Connect toBusiness Results through articulation ofBusiness Agenda and creating a plan ofachievement

Individual Effectiveness - Buildingawareness of current Leadership Styleand creating a development plan toensure build up of constructiveLeadership Styles; Articulation ofLeadership Vision

Team Effectiveness - Buildingawareness of current Group Style andenhancing Team effectiveness though

multiple group interventions


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SECTION 4


Leadership

Consulting

Crafting the

Leadership

Strategy



Pipeline


Stories


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Creating the Pipeline

Hewitt Point of View

Bandwidth

Know-How

Style

Bandwidth

Know-How

Style

Bandwidth

Know-How

Style

For Leaders at the top, Leadership Style andBandwidth becomes most critical.

For Frontline Leaders in the

organisation, Know How andSkills have the greatestimpact on a leaderseffectiveness.

As a leader moves into middle

management, Leadership Know How andStyle become more important.

Leaders need to doingdifferent things atdifferent levels to beeffective. Hence,while identifying anddeveloping talent,organizations need tofocus on differentpieces of the puzzlesat different levels

ASSESSING AND DEVELOPING LEADER EFFECTIVENESS ACROSS THE PIPELINE


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Leadership Assessment for Succession and Development

Biographical

Interviews

Bandwidth

AnalysisInterview

Psychometric

(Personality)

Psychometric

(Personality)

Career

PerformanceReview

Career

PerformanceReview

Performance

Review(Manager

Interview)

Bandwidth

AnalysisInterview

TRACK RECORD KNOW HOW BEHAVIORS PERSONALITY STYLE BANDWIDTH

Leadership Style360

Leadership Style360

Competency 360/ Behavioral

Interviews

Competency 360

/ BehavioralInterviews

Senior

Executives

Mid Level

Leaders

FrontlineLeaders

Top Potentials

High

Potentials

Young

Potentials

For selection, succession anddevelopment Only for development andcoaching

Case Based RolePlay / Exercises

Case Based RolePlay / Exercises

Verbal 360 withColleagues

Our Unique and multiple perspectives help enhance predictive accuracy in leader spotting


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Using Development Cycles to Groom Talent

1:1 COACHING

LEADING SELF

The capabilities,style and self

awareness needed tobecome a moreeffective leader

LEADERSHIPCAPABILITY / STYLE

ASSESSMENT

Month 1 Month 2

2Day

F WT LL C

Month 11

LEADINGCHANGE

The capabilities,tools, thinking stylesand mindset

required to originateand manage change

2

Day

F WT LL C

LEADINGPEOPLE

The capabilities,tools, mindset andbehaviors needed to

attract, retain andmotivate talent

Month 5

2

Day

WT LL CAL

TEAMCOACHING

ACTIONLEARNING

AL

Month 8

LEADING ABUSINESS

The capabilities,frameworks,behaviors and

mindset required tolead a business

TEAMCOACHING

ACTIONLEARNING

2

Day

WT LL C

AL

SIM

Month 12

PRESENT TO

THE BOARDAL

LEADERSHIPCAPABILITY / STYLE

ASSESSMENT

Development cycles are structured periods of development interventions for a select group of leaders involving a varietyof different learning techniques. Such cycles typically last over twelve months. Participants are taken away from day today operations for a total of 8 days only. All other learning happens on the job.


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SECTION 5


Leadership

Consulting

Crafting the

Leadership

Strategy



Pipeline


Stories


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About Hewitt

The Worlds Foremost Provider of Human Resources Consulting and Outsourcing Services

60The number of years we have been bringing world class thought

leadership to our clients

93The count of offices we have spread across 35 countries. Wehave dedicated teams in US, Europe, Asia-Pac and Middle Eastfor Global HR Consulting

3,000Our client base we are consulting partners to more thanseventy percent of the Top Fortune 100 Companies

24,000 Hewitt associates working to bring you consistent and uniquevalue

2.8 BN Our revenues (USD), with twenty percent annual investment inHuman Resources solutions


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About Hewitt

Our Flexible and Comprehensive Solutions Are Built Around Seven Core Areas

Compensation Motivating and rewarding achievement & performance

Executive Compensation& Corporate Governance

Addressing alignment & transparency

Talent and Performance Creating the conditions for people to excel

HR Effectiveness Multiplying HRs value to the organization

Leadership Developing leaders and key talent to grow the business

Retirement Financial Planning Making secure, equitable, & sustainable retirement programs

Corporate Transformations andTransactions

Ensuring effective & efficient major change


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About Hewitt

Our Comprehensive Range of Partners

Corporate dramatists specializing in

dramatic interpretation andmultimedia demonstration of keylearning messages

Experts in web based personality and360 feedback tools for custom

designed assessment processes

Leadership Talent specialists, withdirect links to tribal communities inAfrica and Papua New Guinea.

Unrivalled, hands on leadershipexperiences that are never forgotten

Global leaders in Learning Management

Systems and e-learning content anddistribution

Experts in designing and delivering teambased business simulation games delivered

online or in a class-room setting

Providers of integrated technologysolutions in the space of performance andtechnology management
http://www.successfactors.com/


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SECTION 5


Leadership

Consulting

Crafting the

LeadershipStrategy



Pipeline


Stories

S Cli E l A d D l


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Some Client Examples Assessment and Development

Client Industry EmployeeCoverage

Nature of Engagement

Aditya Birla

Group

Conglomerate CEO and Top

Management

Design & delivery of Leadership development and coaching workshop

for the top teamUse of inputs from Leadership / Impact Inventory.

Al Rajhi Bank,Saudi Arabia

Banking 50 seniorleaders

Assess the senior management team for identifying potential successorsto the key positions

Methodology included Life Styles Inventory (LSI) and AssessmentCentres followed with feedback and Development planning

Bharat HeavyElectricals Ltd.(BHEL)

Engineering 75 SeniorManagers

Competency Profiles and mapping of roles to the competenciesAssessment Centres with Development Feedback Individual Assessment reports recommending current fit and best fit in

rolesLinking the competency model to other HR systemsTraining and certification of 20 internal assessors

BhartiTeleventuresLtd.

Telecom 97 Leaders inthe Middle andSeniorManagement (HipotentialManagers)

Implementation of a Leadership developmentworkshop including:Debriefing on individual results from various tools including Assessment

Centres and Leadership Impact Inventory feedback.Explanation of constructive leadership styles, and enabling the leaders to

create an actionable and simple development plan.

Follow-up with individual leaders through executive coaching sessions toenable each person to realize development and remain committed tobehavioral change in the desired direction.

(Each workshop was for a period of 3 days for agroup of approx. 15 Leaders)

S Cli t E l A t d D l t


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BongaigaonRefinery andPetrochemicalsLimited (BRPL)

Oil & Gas 150 Managers,SeniorManagers, ChiefManagers (ingrades E, E1 &F)

Study of existing competency model, role profiles etcDesign of Development Centre frame work and tools

Conduct of Development Centers

Providing one to one feedback to individuals, preparation of individual &group developmental plansDesigning & planning of leadership Development program to enhanceLeadership quality in the organization by bridging competency gapidentified in the Development Centre

Cadbury IndiaLtd.

FMCG 15-20 hi-potentialfrontline sales

people

Design of a development roadmap by:Design of the sales competency frameworkRunning a development centre for the hi-pos

Providing detailed development reports to participants

One-on-one feedback to participants, including sensitization to careerstagesProviding a development dashboard encapsulating potential interventionsfor each competency

ChennaiPetroleumCorporationLimited (CPCL)

Oil & Gas 225 officers Design of assessment Centre frame work and toolsConduct of assessment Centers for about 225 officersProviding one to one feedback to individuals, preparation of individual &group developmental plans, specific interventions that can be undertakenfor development of each competency

Coca Cola India FMCG Operations/Logistics TeamSales Team(approximately50 people)

Modification & validation of existing Competency frameworkIdentification of competency drivers for each CompetencyDevelopment of competency assessment tools based on the AssessmentCentre approachEstablishment of guidelines for competency assessmentTransfer of skill to client assessment team



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Dubai Customs Government

Services

45 senior

leaders and160 middle-managers

Design of behavioral and technical competency models, and role-

competency mappingAssessment of 45 senior leaders (Executive Directors, Directors, Senior

Managers and key Managers)Assessment Centres for competency assessment of 160 middle-level

managers

HindustanUnilever Limited(HUL; erstwhileHindustan LeverLimited)

FMCG 150 people(Sales teamacross levels)

Use of Assessment Center as a tool to identify the best fit of eachemployee into three defined career paths. The mandate includes:

Competency Assessment : Identification of critical Competencies foreach path.

Design of assessment tools.

Implementation of Assessment Centers followed by feedback for theidentified employee population.

Facet 5 Personality Profiling : Creation of a benchmark / audition profilefor each path.

Online administration of Facet 5 process on identified incumbents andgeneration of results based on defined audition templates.

JK Tyres andTubes

Manufacturing(diversified)

TopManagement

Assessment of Leadership Effectiveness, Leadership Impact andLeadership Strategy of the members of the Top Management teamthrough administration of Leadership / Impact.

Conduct of intensive workshop, facilitated by senior experts from Hewitt

in order to provide group feedback and in depth one to one sessions. Individual executive coaching of select leadersThe format of the sessions include a mix of group debrief on experience,

progress and challenges, and one-on-one coaching inputs by Hewittcoaches.

Frequency of workshops: One coaching session per month for the firstthree months, followed by two coaching sessions at quarterly intervals.



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KSB Pumps Manufacturing

(Pumps andValves)

Middle to

SeniorManagement(Approximately 80managers)

Design of a behavioral Competency model for the organization

Development Centers for 100 Managers Individual feedback sessions and development planning for all

employees based upon individual development needsDevelopment of a training calendar for addressing the group level

training needs of high potential employeesProgram management for delivery of training programs. Hewitt role:Design of program objectives and outlineEnsuring relevance to context and continuity across programsEffectiveness evaluation

Lipi Data

Systems Limited

Manufacturing

(Electro-mechanical andelectricalproducts)

Junior to

MiddleManagement(Approximately 100managers)

Creation of a Behavioral Competency Framework for the organization

Conduct assessment & development centres to identify theorganizational capability gaps and individual training needs on the basisof the competency framework. The assessment centres were followed byintensive one-on-one face-to-face feedback sessions

Structure a training and development intervention on the basis of theassessment centre results and organizational imperatives

Design and deliver training programs aimed at bridging the capabilitygaps in collaboration with the training partners

Ispat Industries Manufacturing TopLeadership

Team of theCompany (36people)

Design & conduct of a Leadership coaching & development workshopDesign of all tools, templates & material to be used during the workshop

Conduct of individual coaching sessions with each participant by aHOGAN certified coach from Hewitt.

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