Case Studies
Talent Management
The organization was looking at a 5X growth plans as part of its corporate strategy. In order to achieve this, the organization wishes to tap the potential of their existing managers at the Senior and Middle management levels....
The bank was typically sending their officers on assignment to the back office operations. PB was engaged to build system to help the bank assess their managers and identify the High Potentials through a scientific assessment system....
This company operates in the IT, BPO and Business Consulting domains and is one of the most sought after employers globally....
The organization wanted to groom the next generation recruiters (Recruiters of the future).....
The company was undergoing high level of growth by leveraging product innovation and improved sales strategy.....
The Assessment Centres were part of a five year long initiative called, Career Dimension Program which was taken in alignment with the performance criteria......
Given the organization’s growth rate and aggressive expansion plans, it wanted to take key ‘Talent related decisions’, namely - create and build succession and leadership pipeline......
One of the largest banks in the UK setup its back office technology operations in India, operating out of Mumbai, Delhi and Chennai.....
The organization wanted to build up a stronger mid-level management and wanted to shift the development focus beyond the performance discussions.....
The organization wanted to bring in a right balance of home grown talent and lateral hiring in entry level managerial positions in Sales Function and build a talent pool for the same.....
The organization has plans to grow manifold leveraging its brand name and human capital.....
The University wanted to strengthen their ability to attract, develop & retain talent......
The bank boasts of finest banking solutions, services and products and tremendous customer centricity in Muscat and the Middle east. PB had partnered with them to design and implement the PMS framework.......
The organization wanted to bring back its focus on accelerated growth and achieve its vision for the year 2020......
Leadership Development
Greater than 80% of the Senior Leadership positions were occupied by expats in a S.E. Asian country headquarters of a global consulting corporation....
A giant global University wanted to develop the leadership capability of its faculty members, in order to be better aligned to and prepared for the changing institutional functional needs.....
The organisation was aiming to strengthen their succession pipeline by developing leadership skills across all managerial levels....
Employer Branding
This organization was facing an attrition challenge and also needed to plan its HR strategy to look at trebling its growth in the next 3 years....
One of the world’s largest bank began its operations in India some years back. This company is one of the best paymasters in the industry and also offers challenging opportunities to employees....
This business group operates across 7 industry sectors with multiple locations in India and globally. The company was finding it a challenge to change the market perception of a slow company to one of high growth in the market place....
The organization wished to build a robust external and internal Employer Brand Image in line with its values and current/future aspirations.....
Organizational Culture
The management of the organisation wanted to measure their organisation’s culture and check for undercurrents, which didn’t come out in the engagement survey.....
The organisation was finding it challenging to internalize and improve their overall innovation quotient.....
Employee Engagement
A fast growing life insurance provider in India that had registered an exponential growth with presence across 200+ towns in India in a span of 48 months.
Diverse business group with presence across five (5) industry verticals- pharmaceuticals, real estate, defense, financial services and information management.
The organization was struggling with misalignment of goals among their leadership members. This was seen affecting the overall engagement of teams down below as well.
The organization wanted to create an engaged workforce by enabling leaders and managers to take ownership of engagement drivers and create internal sustainability.
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