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A leading healthcare MNC drives internal equity and performance differentiation

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A leading international Pharmaceutical organization that had started operations in the country four years ago was facing issues of internal equity of compensation. It had scaled up its operations over this period and the hiring had been predominantly market-driven.

This had led to a widespread of salaries across same grades in the company. Year on year the merit increases had compounded the problems with wide differences between the earnings of strong performers. Inqubex was brought on board to develop a structured approach to compensation.

Inqubex started by understanding the compensation approach followed by leading players in the market as well as analyzing the market benchmark data. The corporate positioning philosophy was analyzed and the inputs were used to establish compensation ranges to ensure consistent and equitable fitment of staff in each career level.

Simulation scenarios were worked out to understand the implication of implementation from a cost and motivation perspective and a holistic set of fitment guidelines were prepared regarding equity corrections, merit increases, promotion and hiring fitment. The structured compensation framework was designed in a manner to ensure that the year on year shift in market benchmarks does not impact the rationale of fitment and compensation spread.

An Engineering/ Projects company drives productivity enhancement by integrating its SBUs

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One of India’s leading EPC organizations was facing a unique challenge within one of its SBUs. This SBU had been the core driver of the business since inception and had a strong operational team delivering projects. There was however a distinct lack of systematization and a strong emphasis on individuals. Concomitant issues of over-staffing, duplication of activities and low employee morale were also affecting its performance.

In order to build processes and not disturb the legacy, the company started a similar group in parallel with professional staff in order to drive systematization and scalability of operations. This group faced challenges of lack of manpower. The organization faced the challenge of integrating the two groups to drive optimal utilization of resources and enhanced productivity.

These groups were culturally and operationally diverse. Inqubex was brought on board to develop an integrated organization.
Inqubex started by meeting the leadership of the groups and understanding their respective concerns and expectations. Key expectations were lack of specialist skills in one group and lack of manpower in another.

Key roles and work processes were identified and studied and an integrated organization was proposed. In order to make the recommendation feasible, a detailed manpower plan was created to showcase that the integration of two groups will bring forth the desired specialization for one group and provide the much-needed manpower for the other.

The productivity increase opportunity of this intervention is significant and has been used to generate buy-in from both the group leadership teams. The final question of the leadership of the integrated entity is being discussed. A phased approach for leadership transition has been suggested by Inqubex, based on a succession plan linked to core competencies required and existing within the management teams.

AN EMERGING E-LEARNING COMPANY PLANS ITS ORGANIZATION STRUCTURE FOR THE FUTURE

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One of India’s fast-growing E-Learning organizations was looking for strategic HR advice to redesign its organization structure to drive scale, in light of its future growth plans. Inqubex worked alongside the leadership to gain an understanding of the vision, business strategy and growth objectives.

This was followed by a Vision and Organization design workshop, to bring the leadership team on a common platform and assimilate their expectations of the future organization. The existing organization structure was analyzed to identify gaps in the light of the future plans. These inputs were used to prepare a straw model of the “To-Be” organization. This was validated by the leadership team in a validation workshop.

Based on the straw model created and the Inqubex understanding of the business strategy and the best in class approaches to organization design, a proposed organizational structure and manpower estimation model was presented to the Company. The recommendations were phased for a 5 year period and the client has currently implemented the Year 1&2 recommendations.

Feedback from the organization suggests that they have received value from the recommendations as they have almost doubled in size both in terms of turnover and revenue in the 2.5 year period. Inqubex continues to work closely with the client to support change management and has recently carried out an engagement for helping them evolve a desired corporate culture.