The certifications come from Great Place To Work®, an organization that focuses on workplace culture, employee experience, and leadership behaviors. The certification process recognizes companies as employee-validated great workplaces.

The organization is the global authority on assisting companies with improving their internal culture and recognizes several companies per year based on research methodology and employee feedback. More than 10,000 companies across 60 countries apply for the Great Place to Work certification annually.

A survey is used to gauge employee experience based on trust between leaders and their teams, opportunity for development, and fair treatment among all employees.

CCL Singapore and CCL India are thrilled to have received this designation, as we are dedicated to building a positive and harmonious work culture. It’s a testament to the effort and hard work team members have put into shaping the organizational culture and creating a positive experience for our employees worldwide.

More information can be found on CCL Singapore and CCL India Great Place To Work profiles.

The post CCL Singapore and India Campuses Receive Great Place To Work Certifications appeared first on CCL.

Public Sector Enterprises (PSEs) were set up in India post-independence to quickly build the country’s industrial backbone. Key considerations for the setting up of PSEs were to accelerate the growth of core sectors of the economy, to serve the equipment needs of strategically important sectors, and to generate employment and income.

A large number of “sick units” were taken over from the private sector, and several banks were nationalized between 1969 and 1980. This government-led industrial policy, with corresponding restrictions on private enterprise, was the dominant pattern of Indian economic development until the economic crisis of 1991.

Thereafter, the government began disinvesting its ownership in several PSEs in order to raise capital and privatize companies with poor financial status. All along, PSEs have been the key vehicles for driving key economic and social objectives for the development of the country.

While PSEs have contributed significantly to the nation’s economy since independence, generating profit and social benefit, the new era of leadership in public sector enterprises must play a more strategic role and adapt to emerging challenges.

Leadership in public sector enterprises must modernize, compete in a free market, link with similar organizations in other countries, and develop a comprehensive strategy for overseas investment. All the while, PSEs must also continue to earn profit and focus on social benefit generation.

Research Methodology for Understanding the State of Leadership in Public Sector Enterprises

Research for Future-fluent Nation Builders: State of Leadership in Public Sector Enterprises in India was conducted by the Center for Creative Leadership (CCL)® in partnership with Standing Conference of Public Enterprises (SCOPE). The objective of the research was to understand:

• Critical capability gaps of leadership in public sector enterprises (PSEs) in India.
• Competencies required to succeed in PSE leadership roles.
• Critical must-have experiences to prepare for future PSE leadership roles.
• Practices employed in exemplar PSEs to develop a robust pipeline of leaders.

This research initiative involved a quantitative and qualitative approach. In total, the research team collected 732 valid responses to the “Future-Fluent Nation Builders” survey (between December 2020 and February 2021) from over 20 PSEs.

The research team also interviewed 25 senior leaders in PSEs. The interviewees were mainly CXOs with GM, Director, and CMD titles, and belonged to a mix of industries.

Findings and Next Steps for Strengthening Leadership in Public Sector Enterprises

This paper outlines the findings from the research, including dilemmas faced by leadership in public sector enterprises; the values, mindsets, skillsets, and experiences successful PSE leaders must have; current and future skills gaps that exist within leadership in public sector enterprises; and lessons learned from successful C-suite leaders that can be adopted by PSE leaders.

Learn more about what’s needed for successful leadership in public sector enterprises and how to build a pipeline of future-fluent nation builders by downloading our research below.

Download Report

The post Future-Fluent Nation Builders: The State of Leadership in Public Sector Enterprises in India appeared first on CCL.

Centum Learning Limited (CLL), a global people transformation solutions provider that’s part of The Bharti Enterprises Group, and the Center for Creative Leadership (CCL)®, a top-ranked leadership development organization, announced an exclusive strategic partnership that will give CLL and CCL clients access to state-of-the-art leadership education with performance as a driving factor.

The Centum-CCL® Academy India takes a hybrid learning approach powered by best-in-class technology to meet the needs of individuals and organizations with a goal of producing transformational and sustainable impact for every leader level — across industries, communities, and societal sectors. Assessing impact and achieving client ROI will be at the forefront of its work.

“At Centum, everything we do is about unlocking one’s potential with our new-age learning solutions, powered by best-in-class technology that delivers measurable business and individual impact. Drawing on CCL’s deep well of world-class leadership research, insights, and hard-won global expertise, we are committed to helping mid-level leaders navigate through today’s most challenging moments,” said Sanjay Bahl, Managing Director & CEO of Centum Learning.

“The future of learning is smart, flexible, accessible in real time, technology-enabled and focused on individual needs,” said Muniinder Anand, Managing Director of CCL India and South Asia. “This partnership reflects CLL and CCL’s shared values of societal impact work, championing diversity, upskilling training, and education. We look forward to working with CLL to help leaders and companies take on new challenges and demands in the rapidly evolving workplace landscape.”

CLL and CCL share a commitment to helping individual leaders at all levels navigate today’s most challenging moments, drawing upon both organization’s extensive, world-class leadership research, insights, and expertise.

“The world of work is changing, and our clients desire to face challenges in innovative ways,” said Bahl. “CLL continues to adapt our curriculum to help clients prepare for the future. Together with CCL, we’re bringing forth leadership solutions that benefit communities in India and around the world.”

The post Centum Learning Limited & CCL Partner to Provide World-Class Leadership Academy for the Indian Market appeared first on CCL.

Decades of research by CCL around the world have concluded that the 2 most powerful ways to grow and mature as a leader are by way of taking on challenging assignments, and by developing powerful relationships.

With India being one of the largest and fastest growing economies in the world, Indian CXOs have to lead in an extraordinarily dynamic and complex environment. As they rise in their organizations, CXOs’ need for leadership development becomes critical. In this study, we endeavor both to learn from these leaders and to help accelerate their progress. In this report, CXOs in India will receive specific guidance on what constitutes the critical leadership skills — and how to develop these.

Hunt Partners and CCL intend this report to be a practical resource, one that executives can use regularly as a reference for self- and team development. It covers the following key points:

1. Making experiences matter is key to success.
2. CXOs devote 60% of their time to 3 goals.
3. To achieve their goals, CXOs expect to refine their skills in 7 areas.
4. 4 experiences can help CXOs develop and refine the 7 needed skills.
5. Follow a 6R framework to obtain the most learning out of experiences.

Download Report

The post State of the Indian CXO: Making Experiences Matter appeared first on CCL.

The post Leadership Development – A Worthy Investment, When Done Right appeared first on CCL.

We’re delighted to present the CHRO 3.0: Preparing to Lead the Future HR Function in India research study jointly published by Center for Creative Leadership (CCL)® and The National HRD Network (NHRDN), Bangalore Chapter.

The study aims to identify drivers of change within the HR function in India, critical development gaps in senior leaders at the helm of the HR function in the country, and provides guidance around changes the leaders may want to bring about in terms of their mindsets and skills, to be “relevant” in the future.

The HR function in the country has seen a paradigm shift over the past decade, graduating from a “cost center” with primarily operations and administration responsibilities, to a strategic function that enhances and develops the most critical assets an enterprise may have, its people. Despite awareness that the function is evolving rapidly, there seems to be a huge chasm between organizations that are further down the journey in terms of their HR function maturity, and those that are still hinged on the operational piece.

The HR leader in Indian organizations needs to deal with a myriad of complexities, uncertainties, and ambiguities, not only around the external business and talent context, but also the internal business strategies and expectations from HR that seem to be rapidly changing. The need of the hour is that the HR leader, on the one hand plays a “true” partner and advisor to business leader(s), while on the other hand grounds herself on managing the most fundamental people processes in the enterprise.

Technology has been both a big disruptor and a big leveller. While it has changed [or is changing] the way HR is done in enterprises, it has also provided an opportunity to HR functions across the board to take their ‘game’ up a few notches in one stroke of brush! The HR leader of the future will need to find a fine balance between leaning on technology to enhance the impact of the function, while simultaneously not losing sight of the “human” aspect of human resources.

The CHRO 3.0 report discusses some of these polarities the HR leader of the future may face. And, ways in which she can “engineer” crucible experiences to exponentially develop herself and her team over the next decade.

This joint research initiative marks a partnership between two like-minded organizations dedicated to developing HR leaders: CCL, one of the world’s most respected brands in leadership development, with deep expertise in running successful open-enrollment, custom engagement, coaching, and online leadership development interventions, all deep-rooted in research, and, NHRDN, the national apex body of professionals committed to enhancing the capability of human resource professionals in India. This is hopefully first of the several joint initiatives to expand the body of knowledge about future readiness of HR leaders and launch high-impact leadership development interventions targeted at HR and business leaders in India.

We at CCL and NHRDN/Bangalore Chapter hope you find the CHRO 3.0 research useful as well as timely as you prepare yourself and your teams to take on the future!

Download Report

The post CHRO 3.0: Preparing to Lead the Future HR Function in India appeared first on CCL.