Success Stories

 Industry: Accounting

The Client: A leading Accounting Firm in the US

The Need: The company was doing exceptionally well and wanted to go to the next level. They realised that the way to do that would be to offer their clients 24/7 service. For this, they needed to set shop in a country that worked during their off periods. They therefore decided to spread their operations to India.

What they now needed was a team of well-trained professionals that could help them succeed in their endeavour.

The Task: Training a team of newly hired Chartered Accountants on various Soft and Behavioural Skills. These would help them man the India Operations successfully.

The Intervention: 

• The TYS team worked closely with the company’s Chief Learning Officer in the US to create and deliver a robust 13 Day induction program. It used its previous experience of having worked with a similar firm to create a relevant training plan for the team.
• The Induction program included 9 days of Soft and Behavioural Skills, 2 days of US Sensitization and 2 days of post learning reviews.
• Modules were also designed to create synergy with the US counterparts.
• The effectiveness was to be checked through Action Plans as well as Participant Presentations which showcased their learning.

The Result:

The induction was very successful. It helped the newly formed team in learning skills that would help them complete their daily tasks successfully. It also gave them good insights on managing local and global stakeholders. The team members also got a good opportunity to bond with one another.

Action plans were created by the participants on a daily basis to list changes they wanted to implement. They also gave individual and team presentations post the training session. Through these they shared what they learned through their journey, cleared any queries that they had and got feedback on their presentation skills.

The company now had a cohesive team in India which was ready to take on all the challenges that may come their way with enthusiasm and positivity.

 Industry: Pharmaceuticals

The Client: A leading Global Pharmaceutical Giant

The Need: So far, the major focus of the organization had been selling branded products in India. They were now keen to further expand their footprint by also focusing on Generic products. Since Generic products had huge competition and the differentiator was mostly price, it was imperative to enhance their existing pull focused sales strategy.

The organisation now realised that a huge change and mindset management initiative was required for successfully implementing this. And they needed a strong Learning Partner to help them with the same.

The Task: Designing the content and structure for the new sales strategy. Also assisting in successful implementation of the same across the sales force PAN India.

The Intervention: 

• The Yellow Spot deployed dedicated Instructional Designers, Graphic Designers and Facilitators to complete the task at hand.
• Information required for the new sales strategy was extracted and assimilated from available raw data and the minds of various stakeholders. It was then converted into a simple and easily deployable, yet visually appealing form.
• The first version of the new strategy was prepared within 6 months. It was reviewed and inputs were taken from various sources like the field training managers, sales force, customer audits, etc.
• In all, 5 versions of the same were created incorporating the feedback from various stakeholders at various levels. This took an additional 6 months of time.
• The Field Training Managers were then taken through a Train the Trainer Program. Post it they successfully delivered the new Customer Focused Sales program for their 1500 member PAN India Sales team over a span of 6 months.
• The overall project took 335 days to conclude.

The Result: 

The strategy is now an integral part of the organization and has been successfully implemented across the country by their Sales Force. It is still in use since its introduction in 2010 and has helped the company compete with the existing competition.

 Industry: Capital Goods

The Client: An MNC operating as a leading Capital Goods Service Provider in India and across the globe.

The Need: The Service and Construction division of the MNC was looking at equipping their home-grown Supervisors with the required supervisory skills. This would help them play their role effectively. It would also be instrumental in changing their mindset towards their new role.

The Task: Designing and delivering a formal Supervisory Skills Training Intervention. The training would focus on skills and attitudes that would enable the Supervisors to manage their current role well and also move to the next level.

The Intervention: 

• TYS and the Client established a co-managed Learning Academy.
• The learning needs were identified by speaking to various stakeholders like Customers, the Supervisors themselves, their managers, peers and subordinates. The supervisors were also observed in live environments to understand their day-to-day challenges.
• Based on the same, a Supervisory Skills Intervention was designed, customized and delivered.
• Topics like Managing the Self, Team Management, Time Management, Communication skills, Problem Solving and Decision Making, Coaching and Mentoring, Stress Management, Leadership Skills, etc. were covered.
• Pre and Post program knowledge checks were conducted.
• Feedback was gathered from various stakeholders to measure learning effectiveness.
• All in all, 600 Service and Construction Supervisors were trained through the Learning Academy over a period of 2 years.

The Result:

This massive knowledge, skills and ability focused training intervention led to the creation of a strong middle layer for the organization. It also helped in building a succession pipeline for the next role. Man management and stakeholder management became easier on the whole for the organisation.

 Industry: FMCG

The Client: A large Global FMCG company

The Need: The Client had launched a new water purification product. And decided to hire 8000 Feet on Street Sales Executives to sell the same door to door.

The were looking at a partner who could design and deliver a Sales Based Induction Program for training these executives.

The Task: Designing and delivering an 8 Day Sales Induction Program across 40 locations PAN India.

The Intervention: 

• A provisional Management team was created and deployed across 4 zones. 1 national manager, 4 zonal managers, 4 training managers and 20 trainers were deployed to handle the entire engagement.
• A countrywide Training Needs Analysis was conducted to understand the level of the participants, challenges faced in their various regions, understanding competition, etc.
• A master training module was designed and then customised as per the regional needs. It was also translated into regional languages as and where required.
• A region wise Train the Trainer boot camp was conducted for trainers and their managers.
• The pilot session was run across 16 locations. Data was captured from the pilot program to understand the strengths and opportunities of the module, trainers, participants and the end customers in the region. Suitable Modifications were made accordingly.
• Phases 2 and 3 were successfully launched across the country at 40 locations simultaneously.
• A Training Management System was also installed for online tracking, feedback and reporting. Trainers uploaded their and participant’s feedback post every session on the same.
• The intervention covered the entire 8000 sales force of the company for a period of 1 year.

The Result:

The intervention helped the Sales Team operate on a consistent level in terms of knowledge, skills and abilities. In turn this helped them in selling the product to their customers.

 Industry: Consumer Durables 

The Client: A Leader in the Consumer Durables space across India.

The Need: The client had grown by leaps and bounds over the past decade. They had an expanded consumer channel of over 18000 dealers spread across 450 Indian cities and towns.

Rapid expansion, growing competition, availability of cheaper products, production outsourcing, increasing salaries, product automation, etc. were some of the issues now being faced by the organization. This forced them to hire entry level service force over qualified one’s. This resulted in increased customer complaints on the service front, which was impacting the credibility of the company. As the Service Technicians were the single point of contact with the customer after the initial sale by the sales team, maintaining service levels was imperative.

The Task: Upgradation of the service force by training them in a phased manner. The intervention was to also add value to the service technicians. This would aid in their retention as they were not on the payrolls of the organization.

The Intervention: 

• To manage the entire engagement, a team was created. This included a national manager, zonal managers, training managers and trainers deployed across 4 zones.
• A countrywide Training Needs Analysis was conducted. This helped in understanding the level of the participants, challenges they faced in the various regions, day to day interactions, etc.
• The master training module was designed. It covered various topics like self-confidence, communication skills, self-presentation, business etiquette, customer service, etc.
• Based on regional needs, the master module was further customized. It was also translated into regional languages where required.
• Train the Trainer boot camps were conducted region-wise, for trainers and their managers.
• The pilot session was then run across the 4 identified locations. Feedback from the same was captured to make suitable amendments and regional customization.
• Post this, the program was rolled out across the entire country.

The Result:

The intervention was received a strong positive feedback from various stakeholders. It also resulted in multiple subsequent engagements with the client in the coming years, with The Yellow Spot being their preferred learning partner.

 Industry: Shipping 

The Client: A global Shipping Company into Ship Management, Chartering & Brokerage, Shipping Agencies, Projects, Logistics and Ship Repairs.

The Need: Diagnostics revealed that the top leadership was facing challenges within themselves and with their team members. These were in the areas of Ownership and Accountability, Motivation, Attrition, Process Adherence, Turn Around Times, Customer Centricity and Future Visioning.

Maintaining and expanding business was also challenging. This was considering the difficult period that the shipping industry had been facing since some time.

The Task: Creating synergy and cohesiveness within teams for managing the current internal and external environment.

The Intervention:

• The year-long intervention commenced with discussions between the CEO, top leadership and team members. These were focused on what was working well, what needed to be worked on/ changed and future growth prospects. This was further discussed keeping the current level of the organisation in mind in reference to the Organisation Life Cycle.
• Leaders were assisted in setting up and defining Leadership Standards.  Each leader also took the responsibility of looking after the implementation of one Standard.
• Hidden thoughts and emotions were unearthed within the group. This was done by creating a safe environment and encouraging all the members to contribute.
• To encourage ownership and accountability, each leader was encouraged to take up ownership of a process. They had to take up full responsibility of the process and ensure it was fulfilled in every way.
• Team building activities were conducted to bring forth and address the various dysfunctions of the teams.
• A follow up was also conducted post the program to understand the impact and its effectiveness.
• Other touch points during the year included inputs on the Vision and Mission, Performance Management System, Performance Standards, Role Definition & Clarity, KPIs and KRAs for various roles along with Coaching and Performance Conversations with the leader and leadership team.

 The Result:

Over a period of a year, the organization became profitable and ready to take on the next wave of growth. Leadership Standards were visibly being displayed on the work floor and followed by everyone. There was guidance and uniformity of behaviours and standards across the organisation. Team Motivation was enhanced. Instead of blaming each other, leaders were now taking Ownership and Accountability of processes. Meetings were more productive. There was more acceptance between members, resulting in increased collaboration and cohesiveness within the team.

 Industry: Automobile

The Client: A global conglomerate in the automobile industry offering a complete portfolio of vehicles in the personal and commercial space.

The Need: The Managers of various divisions were to be made capable of leveraging their strengths as People Leaders. This would help them contribute more towards the achievement of their and their team’s goals.

The client was looking for a corporate training company which could understand their need & objectives in depth. And could design a tailor-made developmental program for their Managers.

The Task: Training the Managers of the Manufacturing, Maintenance, R & D, Quality, Plant Engineering, SCM etc. across the country on Personal Leadership.

The Intervention:

• A rigorous diagnosis was conducted to understand the participants, their roles and challenges they face on a daily basis. This was done using various methodologies like questionnaires, on-site visits, observations, one-on-one discussions, telephonic interviews, conference call discussions, etc.
• Based on the diagnostic results, it was found that these individual contributors were great at delivering results individually. It was when they had to get things done from their teams or with other teams that they were facing issues. Taking responsibility of tasks was also challenging for them.
• A robust 2-day Personal Leadership training module was designed on the basis of these outcomes.
• The training focused on what Personal Leadership is and how it could impact their work. It also aimed at creating self-awareness and exploring the influence of one’s actions on co-workers and stakeholders. The module also emphasized the importance of appreciating diverse opinions, leveraging individual strengths to contribute to team goals and resolving conflicts within the team.
• This master training module was further customized as per various divisions at 5 different locations across the country.

The Result:

The training program was well-received by the participants as it kept them engaged at every stage. It received a very positive response, due to which one of the business divisions requested for multiple batches.