An Introduction to Hewitt Leadership Consulting | 2010

Leveraging Your “Unfair Edge” Through

Leadership Development

To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third
parties without the approval of Hewitt Associates LLC.
 Contents

Introduction to
Crafting the Creating a
Hewitt Top Team Some Client
Leadership Leadership About Hewitt
Leadership Effectiveness Stories
Strategy Pipeline
Consulting

2
 Section 1

Introduction to
Crafting the Creating a
Hewitt Top Team Some Client
Leadership Leadership About Hewitt
Leadership Effectiveness Stories
Strategy Pipeline
Consulting

3
 Hewitt Leadership Consulting
What Makes Us Unique
At Hewitt, we emphasize on the science of building leaders, as opposed to the craft of leadership. It is this fundamental
premise on which we base our research and intervention, and this key differentiator that makes us uniquely positioned to
help our clients solve their leadership challenges.

Most books and research on leadership Evolved research and interventions

focus on the should focus on the
CRAFT OF LEADERSHIP SCIENCE OF BUILDING LEADERS
(how to become a better leader) (how to build leaders faster and better
than the competition)

4
 What We Consistently Hear from Clients
The Challenges
Faced with the triple
challenge of a rapidly
changing business
environment, drive to
achieve aggressive
business plans, and an
acute shortage of talent,
our clients tell us that they
want more leaders, better
leaders, across the
organization, around the
world, ready sooner!
5
“Our growth ambitions are outstripping our ability to groom talent
Double Digit
internally. We are not built to grow our talent pool fast enough to
Growth
feed our business growth.”
Leadership “We have solid technical capabilities. We just can’t convert enough
Skills of our technical leaders into business leaders”.
“We have a strong leadership team at the top but half of them will
Ageing
retire over the next 2 years. We don’t have enough emerging
Leaders
leaders to replace them.”
“We are expanding regionally and globally. Where can we find the
Expansion
talent to run cross-cultural operations? Our existing leaders don’t
Woes
have cross-border experience.”
“Our leadership team is strong, but they are being targeted by new
Attracting
entrants. We are not a big enough brand to attract strong leaders
Leaders
from outside.”
 What We Consistently Hear from Clients
Leaders Across Levels
The demand for leaders is not restricted only to the higher echelons of management. Leaders are desired at every level,
be it at the fore front to manage teams, at the middle to manage specific short term goals, or at the senior and top level –
the business leaders who focus position the company for success in the medium term and those that lead the company
into the future.

NEXT “We need our top team

CEO TOP TEAM to be directly
Power Co, entrenched and involved
UK in a culture of leader
building”
FUTURE
“We need to accelerate SHAPING TOP
the growth of our top Telco, US
LEADERS POTENTIALS
potentials and get them
ready for executive
positions sooner”

MAKE IT
HAPPEN “We want our high
HIGH POTENTIALS potentials to become
LEADERS
Leaders of Choice –
Consumer Co, making us an Employer
of Choice”
France

FRONT-LINE Tech Co, Asia

“We need to spot our
young potentials earlier LEADERS Pacific
and make them agents
YOUNG POTENTIALS
of change and
transformation”

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 Hewitt Leadership Consulting
Helping Clients Build Leaders Faster and Better than the Competition
Our research and interventions help our clients spot future leaders earlier and deliver better leaders faster!

WHAT WE BELIEVE WHAT WE DELIVER

Our perspectives are based on our strong Well rounded, specific interventions ensure that our clients
research foundation have the right strategy and approach

Our Unique
Perspective on Our beliefs
Leadership CRAFTING THE TOP TEAM BUILDING
informs our STRATEGY EFFECTIVENESS PIPELINE
Effectiveness
solutions
Enhance the Assess leaders and
effectiveness of the accelerate growth and
Benchmark with Top
Top Team in building a development to create
Companies and craft
strong leadership current and future
Leadership Strategy
Our experience culture leaders
Our Research sharpens our
Findings beliefs

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 Our Beliefs
Hewitt’s Unique Perspective on Leadership Effectiveness
Organizations tend to over-simplify leadership effectiveness using a generic list of competencies. At Hewitt, we believe
effective leadership is an ongoing interplay between 3 equally important components.

What the leader KNOWs

impacts the ability to
pick and execute the These effectiveness
right strategy themes work
together and make
or break leader
effectiveness.
KNOW HOW

Building leaders
STYLE BANDWIDTH involves knowing
areas of focus and
what will have the
The way the leader is The choices a leader best impact on
BEING (repeated makes in DOING what leader
patterns of behavior) matters and letting go of effectiveness.
has an impact on what doesn’t impacts the
organization culture speed and effectiveness
and values of execution

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 Our Beliefs
Our Research Findings
Our flagship leadership study shows that the TOP COMPANIES FOR LEADERS do significantly different things in 4 areas

One of the key enablers of building leadership quality and depth is active involvement from the CEO and Board of
Leaders lead the way Directors. At today’s leading companies, talent management and leadership is owned by and driven from the top
of the house—from the C-Suite and Board of Directors ownership and oversight of talent and leadership practices
down to the personal ownership and accountability of leaders at all levels.

Maniacal focus on Top Companies for Leaders are serious about investment in top talent. They more actively manage
talent and develop their best talent, and provide differentiated compensation, development, and exposure to senior
leadership.

At Top Companies for Leaders, focus is on disciplined execution of talent programs and not just on
Practical and aligned fancy design. The integration and execution of programs is what makes them real. Companies
programs differentiate themselves by effectively utilizing their practices to develop talent and leaders in support of their
business strategy.

The Tipping Point to move from solid leadership practices to Great is when leadership becomes a discipline. This
Tipping point – when happens when the other three themes (outlined above) are executed in concert with
leadership becomes a one another consistently and with depth. Leadership becomes a part of the very fabric of the organization. In
discipline organizations where the tipping point is reached, talent development becomes a way of life and indistinguishable
from running the business on a day to day basis..

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 SECTION 2

Introduction to
Crafting the Creating a
Hewitt Top Team Some Client
Leadership Leadership About Hewitt
Leadership Effectiveness Stories
Strategy Pipeline
Consulting

10
 Leadership Strategy
Hewitt’s Point of View
Our research shows that for organizations, success begins with a clearly defined leadership strategy. We have identified 6
key organizational outcomes and 28 key levers of an Orchestrated Leadership Strategy

OUTCOMES AND LEVERS OF A LEADERSHIP STRATEGY

Are top executives Sponsorship of Talent Key Talent Priority and Direct
TOP TEAM Top Team for Reviews by Decisions focus on accountability
personally involved
ENTRENCHMENT in Leadership building Leader Building Top Team made by Leader for Leader
Efforts Top Team Building Building

Does the organization Engagement

Succession Capability and
TALENT RISK measure and monitor risk and Retention
Risk
Diversity Key Talent
Transition Risk
MANAGEMENT elements of the leadership Risk Risk Supply Risk
Management Management
pipeline Management

Are leadership KNOW HOW Strategic Disciplined

STRATEGY expectations & programs Alignment with Long Term Style Fit with Alignment
ALIGNMENT aligned to business Strategic Planning for Culture Check and
strategy Direction Leaders Upgrades

Key Talent Key Talent

How does the organization Key Talent Key Talent
KEY TALENT identify, reward, builds
Segmentation Networks and
Staffing and Rewards and
FOCUS and Access to Senior
& deploy key talent Mobility Engagement
Identification Leaders

Do development Targeted Faculty

Use of
ACCELERATED processes &programs Programs for
Multiple
and Priority on Development
GROWTH deliver accelerated Talent Delivery Development Infrastructure
Techniques
growth for leaders Segments Resource

Is the organization Leadership /

Collaboration Organization Technology
DISCIPLINED effectively executing Governance and
and
Organization
Mindset on and
EXECUTION disciplined programs & Accountability Development
Consistency Talent Infrastructure
processes over time Capability & Skills

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 Leadership Strategy
Our Approach
The 28 levers are debated in detail through a workshop with senior management. The roadmap created is then used as a
blue print for the implementation of practices and initiatives.

ILLUSTRATION OF STRATEGY BLUEPRINT

TOP TEAM STRATEGY TALENT RISK KEY TALENT ACCELERATED DISCIPLINED

ENTRENCHMENT ALIGNMENT MANAGEMENT FOCUS GROWTH EXECUTION

Level 4:
Highly Mature Practices,
Pulling Away from
Competitors

Level 3:
Fairly Mature Practices,
Building on Strengths

Level 2:
Foundational Practices -
Building Differentiation

Level 1:
Falling Behind

Where we are today Where we want to be Where we want to be in 3 Where we need to focus our
in 12 months years efforts

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 SECTION 3

Introduction to
Crafting the Creating a
Hewitt Top Team Some Client
Leadership Leadership About Hewitt
Leadership Effectiveness Stories
Strategy Pipeline
Consulting

13
 Top Team Effectiveness
Hewitt Point of View
Assuming Top Leaders are equipped with the “Know – How”, the
differentiators of top team effectiveness are the Style of Leadership and
Managing Leadership bandwidth effectively. These become the focus areas of
our assessment and development intervention.
DIFFERENTIATORS OF Further, our interventions address effectiveness of top team members as
TOP TEAM individuals and as members of a working unit.
EFFECTIVENESS
BUILDING EFFECTIVESS OF TOP TEAM AT AN INDIVIDUAL
AND TEAM LEVEL
AS INDIVIDUALS AS THE TOP TEAM
Style AIM Be effective in their own Be effective as the team
spheres of operation and taking all business decisions
responsibility and acting as thought leaders
to execute strategy
FOCUS OF
ASSESSMENT AND STYLE STYLE
DEVELOPMENT
BANDWIDTH BANDWIDTH
Bandwidth
HEWITT”S TOP TEAM COACHING TOP TEAM FORUM
DEVELOPMENT TOP TEAM FORUM
TECHNIQUE

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 Top Team Effectiveness
Credible Assessment– The Precursor to Development
Leadership Style
Tools like LSI, Facet 5, Hogan
Assessment helps leaders
identify perceptions of their
leadership style give them a
framework to bring about
effective change.
Leadership Bandwidth
Through Hewitt’s bandwidth
assessment tools top team
members are provided a
framework to answer
bandwidth questions and assess
the changes they want to bring
about in managing their
bandwidth
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EXAMPLE OF STYLE ASSESSMENT TOOL
Life Styles Inventory TM
The Construct:
• Human Synergistics’ distinctive
circumplex is a quantitative human
behaviour measure.
• The conceptual model arranges variables
in a circular manner based on their
similarity.
• It measures a current level of
effectiveness based on 12 specific
patterns or “styles” of thinking, behaving,
and interacting.
• It identifies strengths, as well as areas
that need to be developed.
• It creates awareness of constructive
behaviors.
 Top Team Effectiveness
Coaching for Leader Transformation
We advocate five critical steps as a part of our trademark bandwidth
STEPS OF THE PROCESS coaching approach. The entire process can take up to ten-twelve
months, suitably supported by the Hewitt executive coaches
Setting the agenda: Develop a clear sense
of long term success in the role based on
critical outcomes in the next 12 months LEADERSHIP COACHING PROCESS
Enrolling the others: Identify, approach
and secure commitment from key SET
stakeholders who are critical to help AGENDA
accomplish the agenda
1 2
Mapping bandwidth: Between each
coaching session reflect on past 2-3
months and map interaction and activity
bandwidth
FOLLOW ENROLL
Let Go’s and Pick Ups: Identify 1-2 THROUGH OTHERS
behaviors you must phase out and 1-2 BANDWIDTH
behaviors you must inculcate, draw up a COACHINGTM
detailed plan for each and make a
commitment 5 3
Follow Through: Execute action plans,
review progress, recalibrate bandwidth
and solicit inputs from stakeholders LET GO’s
MAP
and
BANDWIDTH
PICK UP’s
4

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 Top Team Effectiveness
Leadership Forum for Group Transformation UNDERLYING PRINCIPLES
Hewitt Leadership forums focus on transformation through group
intervention as opposed to the more individual nature of leadership
coaching. This may be done through an integrated 3-4 day forum or be
spread across a longer duration at regular time intervals

Business Connect - Strong Connect to

Business Results through articulation of
Business Agenda and creating a plan of
Leadership achievement
LEADERS STARTING OFF! Forum LEADERS AT DESTINATION!
Individual Effectiveness - Building
• Apathetic towards Talent • Authentic Leaders
awareness of current Leadership Style
Initiatives • Tighter and more Effective Top and creating a development plan to
• Less than collaborative in Team of Leaders ensure build up of constructive
working with each other TRANSFORMATIVE • Strong Talent Magnets Leadership Styles; Articulation of
• Ill equipped to groom high EXPERIENCE! • Highly Self Aware Leadership Vision
potential talent
• Conscious of their Strong Team Effectiveness - Building
• Blindsided to personal Impact on the leadership
effectiveness awareness of current Group Style and
talent
enhancing Team effectiveness though
• Short Term orientation • Excited about the journey of multiple group interventions
the Organization

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 SECTION 4

Introduction to
Crafting the Creating a
Hewitt Top Team Some Client
Leadership Leadership About Hewitt
Leadership Effectiveness Stories
Strategy Pipeline
Consulting

18
 Creating the Pipeline
Hewitt Point of View
ASSESSING AND DEVELOPING LEADER EFFECTIVENESS ACROSS THE PIPELINE

For Leaders at the top, Leadership Style and

Know-How
Bandwidth becomes most critical.

Style Bandwidth

As a leader moves into middle

Know-How management, Leadership Know How and
Style become more important.

Leaders need to doing Style Bandwidth

different things at
different levels to be
effective. Hence,
while identifying and
developing talent, For Frontline Leaders in the
Know-How
organizations need to organisation, Know How and
focus on different Skills have the greatest
pieces of the puzzles impact on a leaders’
Style Bandwidth
at different levels effectiveness.

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 Creating the Pipeline
Leadership Assessment for Succession and Development
Our Unique and multiple perspectives help enhance predictive accuracy in leader spotting

For selection, succession and Only for development and

development coaching

TRACK RECORD KNOW HOW BEHAVIORS PERSONALITY STYLE BANDWIDTH

Career Leadership Style Bandwidth

Senior Biographical Verbal 360 with Top Potentials
Performance 360 Analysis
Executives Interviews Colleagues
Review Interview

Career Competency 360 Bandwidth

Mid Level Case Based Role Psychometric Leadership Style High
Performance / Behavioral Analysis
Play / Exercises (Personality) 360 Potentials
Leaders Review Interviews Interview

Performance Competency 360

Review Case Based Role Psychometric Young
Frontline / Behavioral Potentials
(Manager Play / Exercises (Personality)
Leaders Interviews
Interview)

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 Creating the Pipeline
Using Development Cycles to Groom Talent
Development cycles are structured periods of development interventions for a select group of leaders involving a variety
of different learning techniques. Such cycles typically last over twelve months. Participants are taken away from day to
day operations for a total of 8 days only. All other learning happens on the job.
Month 1 Month 2 Month 5 Month 8 Month 11 Month 12

LEADERSHIP
ACTION ACTION AL PRESENT TO
CAPABILITY / STYLE AL AL
LEARNING LEARNING THE BOARD
ASSESSMENT
2 2 2 2
Day Day Day Day
LEADING SELF LEADING LEADING A LEADING
PEOPLE BUSINESS CHANGE
The capabilities, The capabilities, The capabilities, The capabilities,
style and self tools, mindset and frameworks, tools, thinking styles
awareness needed to behaviors needed to behaviors and and mindset
become a more attract, retain and mindset required to required to originate
effective leader motivate talent lead a business and manage change

F WT LL C AL WT LL C SIM WT LL C F WT LL C

LEADERSHIP
TEAM TEAM
1:1 COACHING CAPABILITY / STYLE
COACHING COACHING
ASSESSMENT

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 SECTION 5

Introduction to
Crafting the Creating a
Hewitt Top Team Some Client
Leadership Leadership About Hewitt
Leadership Effectiveness Stories
Strategy Pipeline
Consulting

22
 About Hewitt
The World’s Foremost Provider of Human Resources Consulting and Outsourcing Services

60 The number of years we have been bringing world class thought

leadership to our clients

The count of offices we have spread across 35 countries. We

93 have dedicated teams in US, Europe, Asia-Pac and Middle East
for Global HR Consulting

3,000 Our client base – we are consulting partners to more than

seventy percent of the Top Fortune® 100 Companies

24,000 Hewitt associates working to bring you consistent and unique

value

2.8 BN Our revenues (USD), with twenty percent annual investment in

Human Resources solutions

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 About Hewitt
Our Flexible and Comprehensive Solutions Are Built Around Seven Core Areas

Compensation Motivating and rewarding achievement & performance

Executive Compensation
Addressing alignment & transparency
& Corporate Governance

Talent and Performance Creating the conditions for people to excel

HR Effectiveness Multiplying HR’s value to the organization

Leadership Developing leaders and key talent to grow the business

Retirement Financial Planning Making secure, equitable, & sustainable retirement programs

Corporate Transformations and

Ensuring effective & efficient major change
Transactions

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 About Hewitt
Our Comprehensive Range of Partners

Corporate dramatists specializing in Global leaders in Learning Management

dramatic interpretation and Systems and e-learning content and
multimedia demonstration of key distribution
learning messages

Experts in web based personality and Experts in designing and delivering team
360 feedback tools for custom based business simulation games delivered
designed assessment processes online or in a class-room setting

Leadership Talent specialists, with

direct links to tribal communities in Providers of integrated technology
Africa and Papua New Guinea. solutions in the space of performance and
Unrivalled, hands on leadership technology management
experiences – that are never forgotten

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 SECTION 5

Introduction to
Crafting the Creating a
Hewitt Top Team Some Client
Leadership Leadership About Hewitt
Leadership Effectiveness Stories
Strategy Pipeline
Consulting

26
 Some Client Examples – Assessment and Development

Client Industry Employee Nature of Engagement

Coverage

Aditya Birla Conglomerate CEO and Top – Design & delivery of Leadership development and coaching workshop
Group Management for the top team
– Use of inputs from Leadership / Impact Inventory.

Al Rajhi Bank, Banking 50 senior – Assess the senior management team for identifying potential successors
Saudi Arabia leaders to the key positions
– Methodology included Life Styles Inventory (LSI) and Assessment
Centres followed with feedback and Development planning

Bharat Heavy Engineering 75 Senior – Competency Profiles and mapping of roles to the competencies
Electricals Ltd. Managers – Assessment Centres with Development Feedback
(BHEL) – Individual Assessment reports recommending current fit and best fit in
roles
– Linking the competency model to other HR systems
– Training and certification of 20 internal assessors

Bharti Telecom 97 Leaders in Implementation of a Leadership development

Televentures the Middle and workshop including:
Ltd. Senior – Debriefing on individual results from various tools including Assessment
Management (Hi Centres and Leadership Impact Inventory feedback.
potential – Explanation of constructive leadership styles, and enabling the leaders to
Managers) create an actionable and simple development plan.
– Follow-up with individual leaders through executive coaching sessions to
enable each person to realize development and remain committed to
behavioral change in the desired direction.
(Each workshop was for a period of 3 days for a
group of approx. 15 Leaders)

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 Some Client Examples – Assessment and Development

Client Industry Employee Nature of Engagement

Coverage
Bongaigaon Oil & Gas 150 Managers, –Study of existing competency model, role profiles etc
Refinery and Senior –Design of Development Centre frame work and tools
Petrochemicals Managers, Chief –Conduct of Development Centers
Limited (BRPL) Managers (in –Providing one to one feedback to individuals, preparation of individual &
grades E, E1 & group developmental plans
F) –Designing & planning of leadership Development program to enhance
Leadership quality in the organization by bridging competency gap
identified in the Development Centre

Cadbury India FMCG 15-20 hi- Design of a development roadmap by:

Ltd. potential –Design of the sales competency framework
frontline sales –Running a development centre for the hi-pos
people –Providing detailed development reports to participants
–One-on-one feedback to participants, including sensitization to career
stages
–Providing a development dashboard encapsulating potential interventions
for each competency
Chennai Oil & Gas 225 officers –Design of assessment Centre frame work and tools
Petroleum –Conduct of assessment Centers for about 225 officers
Corporation –Providing one to one feedback to individuals, preparation of individual &
Limited (CPCL) group developmental plans, specific interventions that can be undertaken
for development of each competency

Coca Cola India FMCG Operations/ –Modification & validation of existing Competency framework
Logistics Team –Identification of competency drivers for each Competency
Sales Team –Development of competency assessment tools based on the Assessment
(approximately Centre approach
50 people) –Establishment of guidelines for competency assessment
–Transfer of skill to client assessment team

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 Some Client Examples – Assessment and Development

Client Industry Employee Nature of Engagement

Coverage

Dubai Customs Government 45 senior – Design of behavioral and technical competency models, and role-
Services leaders and competency mapping
160 middle- – Assessment of 45 senior leaders (Executive Directors, Directors, Senior
managers Managers and key Managers)
– Assessment Centres for competency assessment of 160 middle-level
managers
Hindustan FMCG 150 people Use of Assessment Center as a tool to identify the best fit of each
Unilever Limited (Sales team employee into three defined career paths. The mandate includes:
(HUL; erstwhile across levels) – Competency Assessment : Identification of critical Competencies for
Hindustan Lever each path.
Limited) – Design of assessment tools.
– Implementation of Assessment Centers followed by feedback for the
identified employee population.
– Facet 5 Personality Profiling : Creation of a benchmark / audition profile
for each path.
– Online administration of Facet 5 process on identified incumbents and
generation of results based on defined audition templates.
JK Tyres and Manufacturing Top – Assessment of Leadership Effectiveness, Leadership Impact and
Tubes (diversified) Management Leadership Strategy of the members of the Top Management team
through administration of Leadership / Impact.
– Conduct of intensive workshop, facilitated by senior experts from Hewitt
in order to provide group feedback and in depth one to one sessions.
– Individual executive coaching of select leaders
– The format of the sessions include a mix of group debrief on experience,
progress and challenges, and one-on-one coaching inputs by Hewitt
coaches.
– Frequency of workshops: One coaching session per month for the first
three months, followed by two coaching sessions at quarterly intervals.

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 Some Client Examples – Assessment and Development

Client Industry Employee Nature of Engagement

Coverage

KSB Pumps Manufacturing Middle to – Design of a behavioral Competency model for the organization
(Pumps and Senior – Development Centers for 100 Managers
Valves) Management – Individual feedback sessions and development planning for all
(Approximatel employees – based upon individual development needs
y 80 – Development of a training calendar for addressing the group level
managers) training needs of high potential employees
– Program management for delivery of training programs. Hewitt role:
– Design of program objectives and outline
– Ensuring relevance to context and continuity across programs
– Effectiveness evaluation
Lipi Data Manufacturing Junior to – Creation of a Behavioral Competency Framework for the organization
Systems Limited (Electro- Middle – Conduct assessment & development centres to identify the
mechanical and Management organizational capability gaps and individual training needs on the basis
electrical (Approximatel of the competency framework. The assessment centres were followed by
products) y 100 intensive one-on-one face-to-face feedback sessions
managers) – Structure a training and development intervention on the basis of the
assessment centre results and organizational imperatives
– Design and deliver training programs aimed at bridging the capability
gaps in collaboration with the training partners
Ispat Industries Manufacturing Top – Design & conduct of a Leadership coaching & development workshop
Leadership – Design of all tools, templates & material to be used during the workshop
Team of the – Conduct of individual coaching sessions with each participant by a
Company (36 HOGAN certified coach from Hewitt.
people)

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