Talent Appreciation For Mapping of Future Leaders of A Leading International Chain of Hotels In India


South Asia's largest hospitality focused enterprise, whose subsidiaries bring together a group of brands and businesses that offer a fusion of warm Indian hospitality and world-class service.


The Board of the organization wanted to take a fresh look at its leadership talent for the top three levels of the organization and understand how they are working as a team. The output of this exercise was planned to be used for succession planning and action for leadership development. Target group included the MD, Executive Directors, direct reports of the MD and the High Potential General Managers from different parts of the world (US, Australia, UK, Sri Lanka, India).


  • Developed a set of competencies to define the ‘ideal’ skills and behavior of a senior marketing leader. This was undertaken with the global backdrop in mind to ensure that competencies were calibrated internationally.
  • Validated competencies by conducting correlation studies among desired competencies, t results, supervisor ratings, and sales for each incumbent.
  • The 47-day program was delivered in three phases of 2-2½ weeks each, addressing the three levels of competencies, over one year.
  • The first phase focused on providing general management competencies to create a common and shared language and understanding.
  • The second phase was built on strategic and leadership skills. Based on 360 feedbacks, participants were also provided extensive one on one coaching from senior HR professionals.
  • The third phase focused on advanced concepts in management and leadership, with issues like Corporate Governance and Restructuring.

Impact Created

  • Five of the 40 incumbents were promoted to VP level—within three months of the Talent Appreciation Process. All 40 incumbents were provided with a development plan for new competency model.
  • Eight of the 20 high potentials were selected for an accelerated development program, one of whom was placed in the next level position within three months, and a second who received a promotion to higher level position within three months. The remaining 12 were provided with development plans to enable them to develop new competencies for future consideration.
  • Seven outside candidates were hired at the new, desired competency level.


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