CASELETS –Outbound Training Programs conducted by Middle Earth

Infosys Technologies:
The Challenge we faced with Infosys was to use outdoor setting with large team sizes. Huge groups sometimes close to a hundred people were involved in an elaborate team building exercises to build bonds between widely different people quickly thus enhancing Camaraderie and organizational alignment.

Infotech Enterprises:
New software project teams often face issues of a lack of communication, Hidden friction. Infotech found that these outbound programs help to quickly create team bonding.

Oracle:
Powerful team bonding exercises for new inductees in lovely resort setting using a Combination of classroom and outdoors settings.

ICFAI:
Helping some of India's bright and budding management students learn true leadership in non-Classroom settings using innovative low cost methods was the challenge we took with this august body.

Dr.Reddy's Laboratories:
Dr Reddy's wanted to use outdoor settings extremely innovatively. They had diverse need to Use OBT for large groups, extremely senior groups in different locales. The learning needs included leadership, team bonding, change management, quality, thinking big. ……Innovative and newer exercises had to be built faster than a quick internal grapevine.

GC Asia Dental (PTE) Ltd:
For the All India Sales team. Outbound program focused on sales team motivation, helping them to think big, enhance sales productivity.

Saankhya Infotech:
A key visioning exercise for the top management using outdoor settings for strategic thinking and leadership development.

Huawei:
Leadership development for a cross-cultural team consisting of Strategy leaders from China and India in an exquisite resort setting.

Indian School of Business:
Handling over 200 people in one outbound training combining over 10 outdoor settings running parallely and keeping some of India's best management minds involved in fun, adventure and learning simultaneously. Then doing it Again and Again every year as part of the campus induction.

Motorola:
Mergers and acquisitions create a need for alignment. Taking all employees of a newly merged company to an outdoor program. Helping build alignment, change enhancement and reducing stress in the Team. Also developing a complete outbound program inside the campus of one India's top Management schools.

HSBC EDPI:
Creating fun and excitement. Introducing a carnival atmosphere to distress and Increase motivation for a hard working BPO team.

Madras Management Association:
Using a beautiful beach locale to help introspect and enhance the personality.

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CASELETS – HR  Programs conducted by Middle Earth

AMP Sanmar:
A Highly customized intervention; this was aimed at  Managers, who had to recruit Insurance Advisors on a regular basis. Not only they had to recruit but also they had to source and attract the candidates. The issues were to increase the acceptance level, build sourcing ability, ensure better issue handling and understand behavioral issues during the recruiting process. More than 350  Managers have been trained till now. This has helped companies attract better people. 

Crompton Greaves Limited :
Crompton Greaves recognized in India as one  of the companies with the most mature  HR processes wanted to upgrade their recruiting process to include an in-depth behavioral assessment and  ensure the Crompton values would be validated using behavioral indicators.    The intervention is presently going on and will be completed by March 2005, covering more than 60 managers across locations.

Dr Reddy Labs :
To bring professionalism to the process of sales recruitment an in-depth recruiting skills session  was developed. In-depth process documents were developed which included a BARS based interviewing guide, competence map, screening and expectation management process, Behavioral assessor sheets for GDs. All the Line managers involved in recruiting people for the medical sales position were trained on the process which ensured consistency and development of best breed recruiting  processes in an organization

Duhen Savit Hospital:
As one of Indonesia’s leading hospitals , the company wanted to ensure that a core set of HR people would be able to design and conduct In company assessment centers for the organizations

Nigerian Airforce:
To be looking at building standardized recruitment processes for the air force , a key set of senior air force officials attended the certified recruitment analyst programs

Ankasapura :
The key air line infrastructure company in Indonesia, they were looking at implementing a balanced scorecard structure in their company, they nominated the key scorecard team to attend the certified scorecard program which they used to help develop an in company scorecard.

The Sheikh of Dubai’s office :
As the powerhouse for the dubais growth, the sheikhs executive office is involved in building human capital across Dubai , key members of the office were trained on best practices using the CRA program.

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CASELETS – Sales and Customer Care Programs conducted by Middle Earth

Robert Bosch –
One of the worlds leading developers of automobile parts and wanted to build a culture of customer orientation between groups developing the systems and the groups asking for the project. The intervention done by MEC covered over 500 of their senior staff and has helped create a culture of customer orientation in Robert Bosch

IPNX Nigeria –
As one of the largest providers of internet related services in Nigeria IPNX wanted to establish customer champions in each department and these underwent certification in the customer care professional program which benefited the organization both in building external perception and the projects done by the certified professionals created a culture of customer orientation in the organization by their professionalism

BPCL –
BPCL being a governmental sector organization wanted to build a culture of better internal and external customer orientation and turned to MEC to train over 1000 of their key employees in the senior executive category . The program was rated as one of the highest programs  in terms of feedback received and perceived change.

Aptech Sales Team –
The Aptech sales team wanted to improve their conversion rate in terms of sales versus enquiries received. The two-day program was  designed to bring about conversion through improved objection handling and empathy building skills. Over 300 centers were covered and the participants demonstrated significantly higher conversion rates

Satyam SENA initiative –
The Satyam SENA initiative was to handle a significant problem faced by satyams network team in terms of onsite client handling. There were a significant number  of behavioral complaints received from clients about behavior at the client site location of network engineers deputed to work there, The MEC training initiative was  multi pronged training initiative comprising of 15 days of training supported with a mentoring process followed up with a post training assessment center for validation. People who did not clear the assessment center were asked to repeat the process. The end result was that the no of behavioral complaints dropped significantly by more than 95% and the company business improvement was significant

GECIS –
GE is one of the world’s best-known brands and a company focused on process improvement. The company found that the VOC ( voice of customer ) index was low on parameters of customer problem solving , a targeted 4 hour initiative based on out of the box thinking and problem solving was conducted which led to a significant improvement of those numbers

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CASELETS – Leadership and Managerial skills programs conducted by Middle Earth

DHL Malaysia –
DHL services center for the south East Asian region is based in Kuala Lumpur , there were issues of team dissatisfaction, higher attrition principally due to insufficient supervisory motivation and team management. MECs Certified Productivity leader program was conducted for all supervisors and there was a perceptible increase in employee satisfaction and significantly reduced attrition

Indian School of Business’s Accelerated Management Program-
Indian school of business is recognized as one of Asia’s top business schools and the most prestigious program in ISB is the accelerated management program aimed at Vice presidents and CEOs of companies through out Asia where they come in for a 12 day residential program at the ISB campus. The faculty is mostly derived from Kellogg’s and  Wharton. MEC was asked to conduct a significant slice of the program aimed at leadership behavior. The section of the program was rated very highly and in comparative terms too was considered amongst the best of the program.

Knoah  -
A mid size company which was having significant issues in terms of young associates being asked to manage large sized teams. The program covering aspects of coaching , time , delegation helped improved the quality of the team significantly. The program was rated the best amongst programs conducted that year.

GATI –
GATI is a leading logistics provider and has a policy of internal promotion, the people often rising from operational logistics roles. There was a transitional training intervention spread over 6 months using action learning using learning diaries and structured classroom education which helped build important managerial competencies in the team up for promotion.

Market tools –
Market tools is one of the leading companies in the market research space globally the research support team wanted to develop supervisory skills in the team leads who were responsible for significant part of the output . The went with a structured intervention using both indoor and outdoor methods for training their team which was very highly rated and led to significant behavioral changes in their team

Satyam –
Satyam  detected a significant gap in many of their project leads in terms of people management,  a structured intervention in terms of assertiveness, EQ and managing team dissent was developed which had great results

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CASELETS – Consulting

Bayer – 
A global pharmaceutical and diversified agri-product company. Competency assessment centers were required to identify high potential people for promotion to area sales managers having the right mix of complex competencies required. A competency center was developed which helped improve their promotion process significantly

First Indian Corporation –
First Indian corporation is a subsidiary of  the fortune 500 company,  First American Corporation. They wanted for their managerial development procedure identify managerial competency gaps in their supervisory team, a in-depth assessment center was conducted which lead to pinpointed development needs being identified which helped the company develop their training plan for this team as well as personalized development plans.

Kolam Infotech –
A Pondicherry based company, which had grown very fast but had significant issues in terms of performance alignment and setting focused Performance Indicators . A top management training and creating a common mission , followed up by helping set the balanced scorecard parameters was done to create alignment , helped the company build focus and alignment which significantly helped in the growth of the company.

Motorola – Net plane–
Net plane was being acquired and merged into Motorola, there was apprehension in the company about the merger. A visioning exercise was carried out to merge the old company vision with the new merged entity. The director of the company said Middle Earth conducted an activity-based program for my organization that included creating a team vision & alignment. The primary facilitator for this particular program, was excellent in engaging the team and creating an environment for learning & bonding”. The program helped significantly in ensuring the merged entity met its new strategic objectives.

Dr Reddys –
Dr Reddys specialized supply chain team needed to develop better employee teamwork and cohesiveness, there was also some interpersonal issues. The head of the team decided to carry out a 360-degree competency appraisal followed by structured training. A behavioral anchored scale was developed and a 360-degree assessment was carried out, individual learning plans were built after detailed internal feedback.

AIR –
An employee engagement survey was conducted to identify key dissatisfiers and hygiene factors amongst the employees. The survey helped pinpoint critical aspects and helped the organization

Suzlon –
competency maps were required for many technical positions. An internal team was trained on competency mapping and assisted consulting was provided to develop competency maps

Mastek –
Recruitment process was developed and a detailed interview guide was provided to ensure consistency and build candidate perceptions during the interview process. A team of recruiters was trained to build an interview panel

Saankhya Infotech –
A recruitment process was developed for the company including psychometric and functional skill assessment

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