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AAROHAN

Leadership Development
Programme at Engineers India
Limited
Group 5
Bipul C Saha
Mukesh Mishra
Sandeep Kumar Singh
V Rajasekaran

EIL: A Brief Background


Indias leading design, engineering & turnkey contracting Co.
Over 2968 highly experienced professionals and technical workforce.
VISION

To be a world-class globally competitive EPC and Total Solutions Consultancy


Organization.
MISSION

Achieve 'Customer Delight' through innovative, cost effective and value added
consulting and EPC services.
To maximize creation of wealth, value and satisfaction for stakeholders with high
standards of business ethics and aligned with national policies.

Need for a Leadership Development Programme


In 2009, with Accenture, EIL developed AAROHAN for nurturing HiPotential Leaders:
To sustain EILs growth aspirations

To develop leaders from within for existing & future business needs

To generate sustainable leadership at EIL

To start, 26 HiPOs, with technical background & more than 25 years of


experience

Entire process spans 8 months!

Objectives of Aarohan

Developing Leaders from within the organization


for the existing business needs and future growth
plan
Strengthening Organizational capabilities to sustain
EIL growth aspiration
Enabling sustainable leadership development at
EIL

Founding principles of Aarohan


Crucibles of Leadership, Robert James Thomas:

Experience is the best teacher, but work is not the only


experience that matters.
Leadership is a performing art that takes deliberate practice to
improve performance as leader.
Personal learning strategy distinguishes great leaders from
ordinary ones.

The Aarohan Process

Accentures Desired Culture


Survey,
web-based
benchmarking tool

Planning
Senior
management
interviewed
to
know
leadership
needs
w.r.t.
organisational needs

Personality Profiling
Self-evaluation
360 degree feedback

Phase -1
Customized crucible of learning for
each individual
Personal learning strategy
Individual leadership development
plan for short & long term

Implementation
Action Learning Projects
Fish Bowl Meetings

Phase - 2
Action Labs
Sessions with personal coaches
Immersion
sessions
with
successful EIL leaders

The program continues!

On completion, group presented to Senior Management, with specific actionable


recommendations
Same was handed over to the special action committee for implementation
7

EILs Aarohan is a programme targeting late-stage high potentials. Can the


same programme be replicated for early-stage high potentials too?
The same programme may fail with early high potentials
The organizational functioning may not be known with little experience
Early potentials may get distracted from their present responsibilities
People with LDP experience may choose to leave the program
Frustration & demotivation may set in among other people.
Aspiration of early-stage high potentials after this programme may go high and
the company promotion policies may not support their expectation

What challenges do you think EIL might have


faced in implementing this programme?
Some of the challenges that EIL would have faced in implementation are:
Non co-operation from & discontent among the persons not selected
Cultural change being brought it might have been slow in adoption
Resistance in the organization about ideas and recommendation of the
Aarohan group

Job responsibilities of the Aarohan group may have suffered during the
training period.

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