Project Division of a Large Indian Conglomerate


  • Understand the dynamics in the leadership team, which is headed by the COO of the division.
  • Understand the Engagement Drivers for leadership team members.
  • Identify behaviour changes in the divisional COO and his team members that should improve the engagement drivers, thereby improving the overall engagement in their workgroups.

And with increasing diversity of businesses and expanding footprint of the group across geographies, a common language of employee engagement was seen as a thread that could bind all group companies together and help in delivering on this objective. With this intent, the group started measuring and managing employee engagement in 2008. While the employees rated the parameters being measured to assess employee engagement favorably, their experience of working was not encouraging them to engage themselves fully. The organizational leadership and systems and processes were geared towards encouraging a focus on driving a number rather than bringing about a change in the way a manager thought and acted towards engaging his/her team. A closer scrutiny of the existing numbers highlighted that there was a disconnect between what the topmost leaders expected and what the employees understood and experienced on a day to day basis. Furthermore, while workplace relationships were strong they were not translating into business performance for the organization.

Our Approach

The below process was used to identify engagement drivers for different workgroups:

  • Analysis: PB performed a diagnostic study of engagement scorecards of leadership team in order to:
    • Understand the engagement priority areas
    • Areas of strengths and improvements
  • One on One Discussions: PB experts had one on one discussions with the team members (>10), got their buy in for investing their time and energy in improving the team dynamics
  • Action Planning Workshop: PB conducted 2 day action planning workshop implemented in various modes like lecture, motivational talk, role plays, team games etc. Leader’s and team members’ feedback are also used in a constructive manner to drive the discussions and arrive at a concrete action plan


  • Developed buy-in and orientation in leaders towards engagement priority areas
  • Enabled teams to discuss and finalize on concrete actions, timelines, success measures and owners to improve upon the areas which are affecting engagement in the team and down below
  • Better team dynamics  with visible improvement in mutual respect, collaboration and cohesion beyond work
  • PB’s recommendations on improving upon engagement dimensions

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