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Employee Engagement

Are customer centric employees more engaged? Absolutely!

Happy employees create happy customers. Great customer engagement cannot exist without great people engagement. Engaged employees go the extra mile to create greater experiences for customers and profitable outcomes for the organisation. For better business outcomes, employees must be customer centric. This means the right talent, the right KPIs and a truly customer centric culture. Our People Engagement practice solves employee and talent challenges.

We do this by

Identifying the talent gap in your organization, recruiting, and onboarding the right talent in the right executive positions. Identifying the talent gap in your organization, recruiting, and onboarding the right talent in the right executive positions.
Engaging employees to be customer centric to deliver better customer experience. Engaging employees to be customer centric to deliver better customer experience.
Nurturing and coaching your existing talent for greater employee engagement. Nurturing and coaching your existing talent for greater employee engagement.

Executive Search

Executive Search

Industries

Automotive, Auto component, Industrial Products, Agriculture

Chemicals, Paints, Power, Process

Automation, Electronics,  Mechatronics, Electrical

Engineering design services

Business Phases

Growth

Turnaround

Transformation

Greenfield, Start up

Roles

Business head, Functional head

Engineering team

Service team

Factory management team

Sales and marketing team

Projects team

Customers

SKF, JCB, Mahyco, Uno Minda, TAFE, John Deere, International Tractors Ltd.

NRB Bearings, Varroc Group, Tredegar Film Products, Lucy Electric India.

Thermax Group, Forbes Marshall Group, Crane Co, Ampacet Corporation.

Lenovo, Valspar, PPG, Bosch, Monsanto, Givaudan, JSW Paints, JK Fenner.
 

Tube Investments Of India, KTR Couplings India.

Executive Coaching

Case Study 1

Outcomes

  • Achieved the goal thereby saving cost of time, money and immediate effectiveness.
  • Nullified the risk of cultural fitment and acceptance of a new hire.
  • Achieved the diversity objective in a leadership role for the organization.

Industry

  • Diversified family managed group, B2B business, global footprint.

Problem

  • Facilitate building of leadership capabilities within the finance controller to be ready to take over the CFO role within 6 months.

Tools

  • Strengths based approach, Results Coaching Framework, 360 feedback.

Development Centre

Outcomes

  • Identified hi potentials, designed their individual development plans.
  • Identified key competency gaps within managers across the organization leading to a change of learning content and learning methodologies.
  • Direct impact observed on employee engagement scores and key performance indices (KPIs) of managers.

Industry

  • Indian multinational, Auto component, B2B.

Problem

  • Baseline key competencies of the 180 middle managers to identify high potentials and custom design development with the objective of building a high-performing, agile managerial team.

Tools

  • Competency definitions, Qualitative data analysis, Custom designed assessments, Coaching conversations.

Customer Centric Culture

Case Study 1

Outcomes

  • Impacted the delegation of authority metrics to deliver higher empowerment to the frontline and middle management.
  • Delivered structured frameworks for cross-functional collaboration.
  • Recrafted the service offerings with segmented pricing.

Industry 

  • Global Multinational, Leader In Office Automation Products and Services, B2C.

Problem

  • Prepare the service organization to think and operate as a full-fledged profit centre.

Tools

  • Qualitative data analysis, Custom designed assessment centre, Customer Centricity Frames, Depth interviews, Coaching conversations.