The Client

A $4bn global market leader for future-proof logistic process automation at airports. The company is also a leading supplier of process automation solutions for warehouses and in the parcel market.

​

The company’s baggage handling systems are capable of moving over 4 billion pieces of baggage around the world per year. Its systems are active in more than 600 airports including 12 of the world’s top 20. More than 52 million parcels are sorted by its systems every day, which have been installed for the world’s leading parcel companies.

​

 

The Problem Statement:  Identifying and developing capabilities for a culturally congruent newly envisaged second line of management for the GDC

The company desired to create a second line of management, reporting to the CEO, for its Global Distribution Centre in India. They wanted the competency profile drawn out for the newly envisaged role. Furthermore, they wanted a gap analysis of the shortlisted contenders for the role and a development plan drawn out for the selected candidate. Since the incumbent CEO was an expat, as had been all past CEOs, the organization wanted that the values of the organization be assessed, in the cultural context of the Indian base, for the shortlisted candidates.

​

 

The Solution: Competency matrices, gap analyses, and candidate assessment tools

A competency matrix was drawn out based on 360  feedback from the CEO, his second in line, and the HR department, and an extensive study of customer communication was conducted to detail out what the new job would entail. Based on the on the competency framework developed, the shortlisted incumbents were assessed using BEI & leadership assessment tools including a psychometric test. Post assessment, recommendations were shared with the organization regards each candidate’s suitability to the organization & the lacunae discovered. Furthermore, feedback of the assessment was given individually to each candidate & a detailed development plan was drawn out for each one of them. A periodic assessment was built in where the progress of the candidates was monitored.