This company generated consolidated revenues of US $6 billion for fiscal year ended 31 March 2009 and is listed on the National Stock Exchange and Bombay Stock Exchange in India.
In a highly competitive environment, this telecommunications company's main business need was gaining market share. They had recently recruited nearly 2000 employees over a short span of time, many of them from outside the industry. To match the rapid growth of the industry, new employees are put into a rapid induction program so they can start in their job as soon as possible. This process had led to poor performance in the new recruits because they lost confidence and motivation as a result of not having proper assistance in adjusting to a new job, company, and industry. Also, there was a lack of alignment with employees because they were being pulled in different directions and not necessarily toward the shared goals of the company.
The core of the program was building individual leadership that was delivered in two consecutive full-day workshops.
Others observed that graduates of the program greatly increased their effectiveness in handling performance measurement, setting goals, coaching and feedback, and interpersonal skills. Employees who did not attend the program are now putting pressure on their human resources department to enroll them in this training solution.