Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd Logo
Upload

Welcome to Scribd!

  • 45 views

    Case Study OB2

    Uploaded by

    Ambika Phalke
    The document outlines Quick Heal's "Evolve to Excel" transformation project from a grade-centric to a role-centric organization. The project had two phases: 1) Identifying unique roles and reducing grades from 300+ roles to 116 roles and 15 grades to 10 grades. 2) Identifying technical and behavioral competencies for each role. The cross-functional in-house team executed the 5 month project led by the CHRO and L&D, gaining buy-in across business units and addressing pushback during implementation. The project helped create a foundation for meaningful careers and began Quick Heal's transformational journey.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd

    Case Study OB2

    Uploaded by

    Ambika Phalke
    45 views1 page
    The document outlines Quick Heal's "Evolve to Excel" transformation project from a grade-centric to a role-centric organization. The project had two phases: 1) Identifying unique roles and reducing grades from 300+ roles to 116 roles and 15 grades to 10 grades. 2) Identifying technical and behavioral competencies for each role. The cross-functional in-house team executed the 5 month project led by the CHRO and L&D, gaining buy-in across business units and addressing pushback during implementation. The project helped create a foundation for meaningful careers and began Quick Heal's transformational journey.

    Original Description:

    OB2 Case study

    Copyright

    © © All Rights Reserved

    Available Formats

    DOCX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document outlines Quick Heal's "Evolve to Excel" transformation project from a grade-centric to a role-centric organization. The project had two phases: 1) Identifying unique roles and reducing grades from 300+ roles to 116 roles and 15 grades to 10 grades. 2) Identifying technical and behavioral competencies for each role. The cross-functional in-house team executed the 5 month project led by the CHRO and L&D, gaining buy-in across business units and addressing pushback during implementation. The project helped create a foundation for meaningful careers and began Quick Heal's transformational journey.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    45 views1 page

    Case Study OB2

    Uploaded by

    Ambika Phalke
    The document outlines Quick Heal's "Evolve to Excel" transformation project from a grade-centric to a role-centric organization. The project had two phases: 1) Identifying unique roles and reducing grades from 300+ roles to 116 roles and 15 grades to 10 grades. 2) Identifying technical and behavioral competencies for each role. The cross-functional in-house team executed the 5 month project led by the CHRO and L&D, gaining buy-in across business units and addressing pushback during implementation. The project helped create a foundation for meaningful careers and began Quick Heal's transformational journey.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    You are on page 1of 1

    “Evolve to Excel” – Laying the foundation for a transformational Journey

    About us:

    Quick Heal is the market leader in the consumer segment while the company has been rapidly
    ramping its presence in the enterprise business with brand ‘Seqrite’. Started in 1993 as an AV vendor,
    the company has diversified to become an all-round player in cybersecurity with presence in B2C,
    B2B and B2G segments.

    Problem Statement:

    To ensure that the organization is ready to go to the next stage, the management was keen on creating
    a progressive organization design that makes the organization future ready and also responds to the
    current business challenges. The objective of this was to build a product organization design in line
    with strategy, create an internal talent pool and clear career paths.

    Approach:“Evolve to Excel” is the transformation of Quick Heal


    culture and organization from a Grade-centric to a role-centric
    organization. This helped to focus on professional identities rather than
    Grades; be more effective in assigning the right people to the right
    project at the right time; and provide employees with visibility into
    their career opportunities. The journey was divided into 2 phases,
    Phase 1- Role Architecture- A foundation for a meaningful career. In
    this phase, Unique roles were identified and from 300+ roles in the
    organization this came down 116 unique roles and from 15 grades it
    came down to 10 grades structure. In Phase 2-Learning Architecture,
    for all unique roles, technical and behavioral competencies were
    identified along with the desired proficiency level.

    Project Team:

    The project started in January ’19 and was driven by the in-house cross-functional team. Post
    discussion with senior leadership, the CHRO along with project manager and HRBP’s prepared the
    team charter, “The Evolve to Excel” journey plan was discussed with the team and the objective,
    scope of work for every individual along with the expectations and milestones were defined. The
    project was led by the CHRO and L&D (Project Manager). HRBP’s reached out to the HoDs for 4-5
    nominations from each department who would be part of the core team. Every individual was given
    the responsibility to manage the end-to-end execution of the project plan for the respective BU’s. The
    HRBP’s reached out to each other or the core team for any support.

    Execution:

    The CHRO, project manager along with HRBP’s planned meetings with every BU and their senior
    leadership to onboard them on the project and gain buy-in. Initially, the core team was skeptical of the
    project’s success as this was a big change for the organisation and the team was inexperienced. The
    CHRO conducted trainings and referred a lot of learning material to the team. HRBP’s worked closely
    with the respective BU to work on identifying unique roles, JDs and career paths. The process
    required a comprehensive review of the existing roles and aligned them to the existing structure and
    ensured an appropriate fitment of the employees to the roles. During the employee mapping phase,
    there was a lot of push-back from the managers and HoDs due to roles being merged which led to re-
    titling of roles. On a regular basis organization wide communication was shared on the progress of the
    project, regular project team meetings conducted, road shows and workshops for employees and
    managers were conducted to help improve employee buy-in for organizational wide change.

    Conclusion: The entire exercise was successfully completed and implemented within 5 months by the
    project team in the organisation. This project helped create a foundation for a meaningful career
    which led to the beginning of a transformational journey at Quick Heal.

    TEAM – Together Everyone Achieves More

    You might also like