Skills Gaps in Leadership Positions

Yatra identified development areas for the leadership via data-driven analytics with Mettl.

Industry/Use Case

    About

    A leading online travel company in India, Yatra stands currently with over 4 million customers since its inception in 2006. With over 61,000 hotels contracted in over 1,100  cities across India, Yatra pioneers India’s largest platform for domestic hotels presently.

    Problem

    In 2017, Yatra decided to overhaul tradition and approach a modern mechanism to evaluate their positions of leadership. This stretched across different stages and lines of businesses (LOB) within the confines of their organization.

    But as with any new approach, Yatra ran into its fair share of inertial issues.

    1. DEFINING COMPETENCIES
    While leadership frameworks are easy enough to build, competencies that align with leadership traits basis organizational culture, and aligning said competencies to an assessment framework posed Yatra a challenge.

    2. ASSESSMENT COMPOSITION
    Aware of the need to push into assessment technology to improve the content and need identication for their L&D program, Yatra needed the appropriate knowledge to integrate assessments tailor-made to their specific requirement.

    3. VOIDS IN EXISTING LEADERSHIP
    With a powerful leadership line up, Yatra also sought to explore areas of development within leaders in their organization. It laid the foundation for their next generation approach to leadership learning, nurturing and development.

    A recent study by the Centre for Creative Leadership identified that about 40% of new chief executives fail outright within their first 18 months on job.

    More fail to live up to the expectation of those who hired them. Highland Consulting Group attributed this rate of failure to a flawed process in leadership hiring, shaping and support.

    But what many people often overlook is the need for a different set of competencies to master the discipline of leadership; the skills and motivation to do so vary strictly from those needed to become an effective individual contributor. It’s a matter of utmost importance in today’s dynamic business world, and this case study addresses YATRA’S JOURNEY TOWARDS REVOLUTIONIZING THE SAME.

    Solution

    Yatra’s modern revolution required the full brunt of a technology built to transform its workplace. In consideration of their requirements, they moved for a holistic integration of their methodologies with a consultative assessment solution. Here, they collaborated with Mettl.

    1. Customized Assessments
    Yatra met its requirement with one of our standard assessments built by industry and subject matter experts (SMEs). But for it to fully integrate with the situation at hand, a team of dedicated in-house experts modied the key modules of the assessment to fit the Yatra needs.

    2. Personality-Cognitive Assessment Composition
    Our psychometric assessment was built to identify key leadership traits suited to the Yatra helm. It hoisted facets of personality traits and cognitive traits, breaking down
    into:

    3. Diagnostic Reports
    Post-assessment evaluation of the reports with data-driven analytics helped the Yatra team formulate a learning & development plan based on the gaps identified. Built in an easy-to-consume manner, the reports pointed traits at a measurable level against benchmarks.

    Verdict

    The measure of a solution lies in its impact, and it’s easier to understand or analyse said impact based on the target size. Yatra sought a leadership solution across every LOB within its organization.

    In totality, the stats stand as displayed

    LOB COUNT = 15
    CANDIDATES > 10

     

    The assessment objective hinged on identifying top and bottom competencies, that is competencies with the strongest and weakest averages respectively.

    Yatra would later use the results to develop training frameworks suited to specific results.

    The graph below identifies leader performance against benchmarks across the entire organization:

    Based on the results, the following competencies were bracketed into upper and lower tiers of the same:

    On average, the results displayed that the Yatra leadership stood at a higher level in comparison the recommended benchmarks determined from industry & key employee analytics. Nonetheless, it is important to note that the results are merely averages.

    Yatra is currently in pursuit of developing a post-assessment program.

     

     

     

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