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1 Gain leaders' trust to sharpen the human capital agenda Navigate across contexts to create Understand business imperatives, tangible impact connect people initiatives Alumni refer someone for an AHLC course Flagship certificate courses for HR Is the median professionals participant experience Bespoke HR capability journeys for organizations Alumni HR leaders feel empowered are a part of to drive business our alumni results community HR. professionals have received training via our courses Comprehensive Assessment Assignment learning Lab Online Discussion E-Learnings Registration Instructional Design Effective Business Deep Technical Program Business Skills Delivery Partnership Expertise Evaluation and Measurement Technology learning Principles Competencies help drive desired behaviours in organizations, and help build culture hence, they must be aligned with the goals and values of the organization Competencies are the basis for building the capability of the workforce, and consequently should be selective they must draw employee focus around areas that are critical for individual and organizational success Competencies help integrate various People Management systems.

2 Recruitment, Training, Performance and Career Management and therefore are widely applicable to all employees of an organization Growth Long-term Return Strategy Shareholder Value Strategy Cost Quality Time Function Relationship Develop Build the Make the Deliver the Service the new brand sale product customer products Skills and Technology Knowledge Context, competencies and databases assets climate, Culture Linear Agile (Knowledge based learning ) (Skill based learning ) (Performance based learning ). (ADDIE - Analysis; Design;. (RAD Rapid Application (SAM Successive Develop; Implement - Development model) Approximation model). Evaluate). Business Value Based Aligned L&D. Consulting Scorecards Personal Winning Design learning learning Effectiveness Final People and Enablers Technologies for L&D Assessment Strategies Development Professionals Day 1 Day 2 Day 3 Day 4 Assessment learning journey spanning across four contact classes and a comprehensive online assessment Online learning Modules* Online Discussion Boards*.

3 *Active for one year Final Assessment Assignments Class Participation Online Discussion Final Assessment can only be taken after attending all seven modules E-Learnings Minimum 50% is required in the final assessment At least 50% aggregate score is required to complete the certification Winning People Strategies Create competency-based learning roadmaps to drive business outcomes Objectives Understand the strategic styles and core capabilities of different organizations through SWOT. Understand work environment and work climate needed for high performance Develop employee competencies and create a compelling work environment Outcomes Create competency-based learning roadmaps to anchor capability Understand the business expectations from learning building initiatives and development Learn how your business strategy will drive the core capabilities and people strategy within the organization Deploy skill hierarchy to prioritize learning needs and drive strategic business priorities learning Enablers Configure the learning enablers to create a compelling L&D strategy Objectives Understand business' perspective on L&D team's effectiveness in meeting commercial goals Configure L&D enablers high impact priorities.

4 Job capability and business alignment to influence business decisions Leverage 70:20:10 model to configure the ideal mix for learning interventions Outcomes Cascade business imperatives and people imperatives towards the L&D strategy Become aware of the key business issues and their expectation from L&D. Use progressive tools to design an effective business aligned L&D strategy Business Aligned L&D. Scorecards Design, track and execute a business-aligned scorecard for the L&D function Objectives Understand how to drive L&D as a business instead of a support function Apply balance scorecards framework to build a business- aligned L&D scorecard Plan for resourcing, budgeting and infrastructure Outcomes Understand and plan to overcome challenges in alignment with business Deploy appropriate metrics to track the effectiveness of the L&D scorecard Optimize resource alignment and deploy an effective governance mechanism Value Based Consulting Apply the human performance model to emerge as a trusted advisor to business Objectives Learn how to distinguish performance issues with the lens of criterion- reference-instruction Evaluate a problem, cost associated with it.

5 Environmental drivers and benefits of a solution in a consultative and planned way Innovate the current way of resolving a business need Outcomes Re-focus on revenue generation and cost saving Learn to implement human performance model Develop consultative approach for greater buy-in and implementation of learning outcomes by identifying the root causes Emerge as a trusted advisor to the business Design and Development Master an effective approach to program design and development Objectives Understand parameters to evaluate the efficacy of training programs Draw a comparative analysis for ADDIE and SAM (Successive Approximation Model) to design content Learn the benefits of early-stage discovery and setting protocols for gathering support Outcomes Master the design lifecycle: story writing, prototyping, review Harness and implement the best possible approach cycles, revision strategy and facilitation aids of program design and development Leverage an agile way of program design to deliver on learning outcomes Appreciate the nuances of an ongoing evolution process.

6 Govern the design principles throughout the lifecycle learning Technologies Drive the technology engine for better program dissemination across different scenarios Objectives Learn the current trends in program design and delivery Understand different learning technologies and their impact in varied scenarios such as geographies, generations and changing business environment Create a macro level plan that brings impetus to your learning dashboard through learning technologies Outcomes Learn how technology tools can bring in a synchronous learning environment Learn the value proposition of learning technologies Gain better insight on how technology can be leveraged to engage the workforce Personal Effectiveness for L&D Professionals Navigate your personality to emerge as an effective L&D manager Objectives Explore the critical success factors for L&D professionals Understand the factors of personality measured by ADEPT.

7 Appreciate different personality styles and their impact on working relationships Create a development plan for personal effectiveness Outcomes Understand your personality, leadership style and work style, as well as your strengths and how to improve your effectiveness Create a roadmap to become a future-ready L&D. professional Sharpen competencies that lead to both business and personal advancement Anandorup Ghose leads Aon Hewitt's Rewards practice for South Asia. Prior to this role, he managed several client relationships in the Middle East, Asia Pacific and India in the areas of executive compensation design and benchmarking, long term incentive plan design, sales incentive plan design, governance structure definition, remuneration committee advisory etc. Moreover, he has also worked on some large scale merger integration projects with clients in the region, primarily in the field of telecom, financial services and oil and gas.

8 His key clients include the Aditya Birla Group, Mahindra, Genpact and Tata Consultancy Services. Anandorup Ghosh Dean, Anandorup is a regular speaker at several executive Aon Hewitt compensation forums in industry associations such as All India learning Center Management Association, FICCI, and Anchorage Society for Human Resource Management. He is ardent reader of the Economist and whenever time permits he loves to travel and experience new cultures. Anandorup's Mantra Culture eats strategy over breakfast Peter Drucker Radhika started her consulting career with Aon Hewitt, joining the firm as a Management Trainee in the year 1997. She plays a pivotal role in defining and implementing the talent strategy for our clients. In her 16+ years at Aon Hewitt, her work has spanned across industry segments, large conglomerates, multinational corporates and governments.

9 She has been instrumental in designing and executing several key talent initiatives and has played the role of Project Director in several client assignments. She has also consulted extensively in the areas: of visioning, HR strategy, career management, organization transformation, performance management and capability development. Radhika Gopalkrishnan Partner, Radhika is the thought leader in leadership capability building Leadership Consulting and has helped organizations institutionalize the process of leadership development. She sits in board level assessments and advises CEOs on succession planning and transition management. An Economics postgraduate from Gokhale Institute of Radhika's Mantra Economics and Management postgraduate from Tata Institute of Social Sciences, Radhika is currently also leading the An organization's ability research on Top Companies for Leaders' study in India.

10 To learn is the ultimate competitive advantage Jack Welch Sankalp is an experienced consulting professional with more than 12 years of experience (10 plus in HR consulting with Aon Hewitt, Accenture Strategy and Mercer Consulting and the balance in a APAC wide Total Rewards role with Baxter Healthcare). He has a specialization in organization effectiveness, leadership development, and HR merger management, with experience in India and in the larger Asia Pacific region. At Aon Hewitt, he leads the leadership development sub practice nationally and works with clients on organization effectiveness and talent/leadership development related interventions. He works primarily with large business houses Sankalp Mohanty on designing, implementing, sustaining and measuring RoI Leader, from group wide programs.