Assessment Solutions

LEADeR - Case Studies

Case study 1
Case in Point – Largest Indian Energy and Petrochemical conglomerate


• The largest Indian energy and petrochemical conglomerate; which is the second largest publically traded company in India partnered with Aon.
• For the CAP and Step-up processes, the assessments were customized to suit RIL competencies and  the complexity of the assessment suite was also tailored as per the client levels/ grades.
• Aon ensured that a seamless assessment experience was provided to the participants
• The client has initiated two development programs: CAP – the career acceleration program that focuses on identifying the hi-pots who can undergo role enhancement and Step-up – the leadership transition program that focuses on assessing the readiness level  of the individuals for the leadership roles

• In the IJP process ,Aon works closely with individual Hiring Managers of the participants to identify and contextualize the key competencies required for the role



• The assessment tools were tailored to take into account the level complexities




• Both these programs require a robust assessment process to be conducted to identify individuals who can transition to the leadership roles
• Aon has conducted around 220 assessments for the CAP program over two cycles, 280 assessments for the Step-up program and 60 IJP assessments, with decisions taken around role fitment of the candidates.

• The processes also involve a feedback process with the candidate and IDP creation




• Feedback sessions were conducted for all participants and Individual Development Plans were created


• In addition, the organization also has an IJP process in place, wherein role-fitment assessment needs to be conducted
• For the CAP program, additionally, Aon conducted 1 day IDP workshops to train group leadership level mentors on the construct of the IDP. The Skip level mentors and CAP participants later jointly framed the IDP.in a session facilitated by Aon
• Additionally, there were connects with the participants’ managers for the Step-up and IJP programs to highlight key focus areas of development for the participants

Case study 2
Case in Point – Large Indian conglomerate with presence in the Aviation, Hospitality and ITes industries

• A leading Indian conglomerate with businesses in aviation, travel and hospitality industry was looking to initiate a program assess and develop its CEO-1 leadership across businesses. • For accurately assessing future potential, a new set of leadership competencies were developed post gaining an understanding of the conglomerate’s strategic imperatives • Aon ensured that a seamless assessment experience was provided to the participants
• Key issues to be addressed through the program were identified as follows: • Two-fold assessment approach was followed to assess the identified leaders: • The assessment tools were tailored to take into account the level complexities
• Accurately assess high potentials and gauge readiness of the employees for succession to CEO roles • Individual Assessment for Potential: LEADeR business simulation replicating work like scenarios to assess individual potential on various competencies • Feedback sessions were conducted for all participants and Individual Development Plans were created
• Enabling existing to contribute in a talent review for the identified high potentials • Climate Assessment for impact: Leaders were assessed for the impact they create on their immediate environment through a 360 degree survey • 40% of talent assessed accredited through the process Select high potential talent to go through intensive development journeys to prepare for leadership positions within the conglomerate
• Chart out the development journey for identified individuals on the basis of the assessment results and talent review outcomes • CEOs of different businesses were primed o the potential-perception scores of their respective nominations for advocacy in the talent review
• Talent review discussions aided critical decisions for possible mobility within the organization and succession planning for identified high potentials
• 40% of talent assessed accredited through the process Select high potential talent to go through intensive development journeys to prepare for leadership positions within the conglomerate
Get in touch
Radhika Gopalkrishnan
Vishal Singh
Mumbai
Director LinkedIn