Gain leaders’ trust to sharpen the

human capital agenda

Understand business imperatives,

connect people initiatives

Navigate across contexts to create

tangible impact

Alumni refer

someone for an

AHLC course

HR leaders

are a part of

our alumni

community

Is the median

participant

experience

Alumni

feel empowered

to drive business

results

HR

professionals

have received

training via our

courses

Flagship certificate courses for HR

professionals

Bespoke HR capability journeys for

organizations

Registration

E-Learnings

Online Discussion

Learning Lab

Assignment

Comprehensive

Assessment

Management Change

Organization Change

Intrapreneurship

Change

Objective

Change

Strategy

Change

Impact

Economics

Competition

Globalization

Legislation

Demographics

Technology

Digital Economy, Shared

Economy, GST Bill

US and China relationship,

Industry Convergence

Artificial Intelligence,

Internet of Things (IoT)

Emergence of Africa,

Multipolar world, Oil prices

Climate Change, Migration

laws in the US

Urbanization, Millennial

workforce

Change Management is the structured process that guides how we lead the people side

of change in order to achieve a desired outcome. Effective change management

recognizes that change occurs at two levels:

At the individual level:

Understanding and managing your

own reactions to change.

Supporting others in their

understanding, readiness, and

adoption to change

At the organization level: A set of tools, templates, and

resources for projects to drive

effective change. A core

competency for all colleagues to

become catalysts for change

Resistance

Over-

Confidence

Disengagement

“Valley of Despair”

Letting Go

Testing

Rationalizing

Integrating

En

ga

ge

me

nt

Le

ve

l

Time

Individual’s typical journey

with effective change

management

The Individual Change Curve is and as colleagues learn and

grow through the change event. Change Management helps minimize the depth

and duration of disengagement and accelerate the value of your change initiatives.

“How to think about it” “How to do it”

Provides a model to help you think about

colleagues’ common responses to change

so you can assess needs and plan for

change appropriately.

Provides the structured approach to

facilitate the planning and execution of

change.

Corporate

Transactions

Business

Transformation

Function

Transformation Restructuring

Workforce

Strategies

Program

Implementation

Leadership Stakeholder

Management Communication Measurement

Organizational

Structure

Staffing

Capability &

Capacity

Policy &

Processes

Rewards &

Performance

Build Momentum Enable Change

THE HOW:

Organizations enable

individual change

by focusing on

eight common levers

THE DESIRED

RESULT:

Changing behavior

requires addressing

four common

employee responses

THE WHAT:

Organizations

face different

types of

change

Understanding Emotion Ability Intent

Understand the

change management

efforts and

associated timing to

plan the work

Support project/

change stabilization

and transfer

knowledge

Develop and deliver

stakeholder

interventions to create

an agile

organizational culture

Determine best

change interventions

for impacted

stakeholders

Sustain Enable Engage Plan

Focused on enabling key stakeholder groups,

assessing readiness, delivering

communication and training

Focused on identifying what is changing, for

whom, and the plans to engage and prepare

the organization

Online Learning Modules* Online Discussion Boards*

Learning journey spanning across four contact classes and a comprehensive online assessment

Day 1 Day 2 Assessment

*Active for one year

Enable

Culture

Plan for

Success

Uncover

Change

Sustain

Impact

Final

Assessment

Engage

Stakeholders

E-Learnings

Online Discussion

Class Participation

Assignments

Final Assessment

• Final Assessment can only be taken

after attending all five modules

• Minimum 50% is required in the final

assessment

• At least 50% aggregate score is required to

complete the certification

Objectives

Outcomes

• Understand impact of mega trends and disruptions on the

organization; classify different types of change

• Get an overview of the psychology of change and understand

different forms of change resistors

• Navigate organization change by understanding competencies to

become change catalysts

• Determine the business case for change by clearly articulating

benefits

• Understand how to identify big changes and prepare

for them

• Understand the impact of the VUCA world on change

management efforts

• Have a deep understanding of change and

accompanying difficulties and challenges

• Develop influencing strategy for stakeholders

Uncover Change

Make a business case for change

Objectives

Outcomes

• Define guiding principles on change management as per the

future state vision

• Identify business sponsors and understand risks

• Conduct change impact analysis for key stakeholder groups

and influencers

• Create project plan and kick-off the change management team

• Get business buy-in on the change roadmap

• Develop a governance structure to ensure clarity of

roles and responsibilities

• Define integration approach for different work

streams

• Set a change measurement process and configure

right metrics

Plan for Success

Assess impact and readiness for change

Objectives

Outcomes

• Assess the change readiness of individuals and the

organization as a whole

• Understand the support required by various stakeholder groups

in order to play their role in the change management process

• Develop and deliver targeted communications to stakeholders

and incorporate feedback

• Develop and refine an integrated approach addressing

specific change needs

• Emerge as leaders confidante on managing change

• Identify and mobilize HR and business change network

Engage Stakeholders

Determine the best change interventions

Objectives

Outcomes

• Create a support structure through people policies and systems

to facilitate change adoption

• Identify and plan for the capability gaps in workforce to bring

desired results

• Create flexible plans based to ensure success of change

management

• Bring out key messages to target audience to ensure

adoption of change

• Learn to leverage the impact of change networks

• Enable mechanisms for two-way feedback to

determine effectiveness

Enable Culture

Manage critical strategic initiatives

Objectives

Outcomes

• Understand the need to make change stick in the organization

• Identify challenges to sustaining change in the long-term

• Conduct regular listening interventions to ensure stakeholder

adoption

• Understand the characteristics of an agile organization

• Provide support during change effort stabilization

period

• Measure and monitor business adoption and support

continuous improvement

• Develop mechanisms to sustain desired behaviors

Sustain Impact

Accelerate stabilization

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. His key

clients include the Aditya Birla Group, Mahindra, Genpact and

Tata Consultancy Services.

Anandorup is a regular speaker at several executive

compensation forums in industry associations such as All India

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 Ghosh

Dean,

Aon Hewitt

Learning Center

Anandorup's Mantra

Culture eats strategy

over breakfast

Peter Drucker

Ajith leads the delivery of Aon Hewitt’s Engagement & Culture

Practice nationally. He is instrumental in ensuring that Aon

Hewitt’s delivery is always cutting edge and is consistently

finding new levels of quality and depth of advisory.

Ajith has worked extensively with Senior Leadership teams

across India and in the APAC region in shaping organizational

thinking and actions on engagement. and culture. His

experience spans sectors ranging from BFSI (NBFCs,

Insurance, Mutual Funds, Banking), Pharma, FMCG,

Engineering and Manufacturing. Ajith has leveraged his

experience of both the consumer and employee dynamics to

work on frameworks that tangibly link the two, while employing

analytics to explain effective business linkage. A certified

Strengths performance coach, Ajith has advised Senior

Leaders in enhancing their own effectiveness to personal and

organizational advantage.

Ajith writes extensively in leading HR publications and is a

guest speaker at industry forums such as CII and SHRM. He is

an Electronics Engineer with a post graduation from Narsee

Monjee Institute of Management Studies (NMIMS).

Ajith Nair

Leader,

Engagement and

Culture

Ajith’s Mantra

Truly engaging

organizations help

employees find a purpose

and empower them to live

it everyday!

Self

Saurabh is a Senior Consultant at Aon Hewitt and in his

current role manages the Engagement practice in North India.

In his close to 10 years of experience, he has worked with

organizations on helping them better leverage their people

resources for achieving superior business outcomes.

Saurabh has partnered with client organizations to help them

create a highly engaged and productive workplace, articulate

and activate their organizational values, enable a compelling

employer brand, and further leadership and managerial

capability. He has worked across sectors and geographies

(India, Middle East, Europe, US and South East Asia).

He draws on his professional and academic experience to

bring forth a view that is aligned to business priorities and

creates maximum positive impact for individuals, teams and

organizations as a whole.

Prior to joining Aon Hewitt, Saurabh has worked with People in

Business, Gallup & HCL Technologies. Saurabh holds dual

masters, with specialization in Management & Organizational

Analysis from the University of Warwick, United Kingdom and

an MBA in Marketing & Systems from the International

Management Institute, New Delhi.

Saurabh Gahrotra

Senior Consultant,

Engagement and

Culture

Saurabh’s Mantra

There is no substitute

for hard work

Thomas Edison

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

on designing, implementing, sustaining and measuring RoI

from group wide programs.

Sankalp is a certified Hogan assessor and coach. Some of his

key clients include - Ashland Inc, Aditya Birla Group, BAE

Systems, Birla Tyres, Cairn Energy, Celestica, HDFC Bank,

Max Group, Microsoft, Mylan Laboratories, Patni Computers,

Renesas Electronics, SMS Siemag, Tata Communications,

Tata Motors, Fuji Xerox and Vedanta Resources.

Sankalp has a Masters degree in Economics from the Delhi

School of Economics.

Sankalp Mohanty

Leader,

Aon Hewitt

Knowledge Center

Sankalp’s Mantra

Innovation distinguishes

between a leader and

a follower

Steve Jobs

Pritish manages the Aon Hewitt Learning Center (AHLC)

portfolio. In his role, he directly leads the business operations,

sales and go-to market strategy for AHLC. He also supports

content creation initiatives for various priority modules in HR

and manager capability. He enjoys facilitation and often leads

public programs for AHLC, apart from facilitator capability

building initiatives.

In his new role, Pritish also helps drive the commercial

strategy of the consulting business by focusing on new

business incubation. He also leads the Aon Hewitt Knowledge

Center, that drives the sales excellence and knowledge

management agenda of the organization.

Pritish has actively contributed to Aon Hewitt’s flagship

research: Top Companies for Leaders and Best Employers.

He has published articles such as Engaged Leaders Drive

Engagement and Best Practices in Global Mobility. In his

earlier role, he was a part of a regional team which designed

the Best Employers 2.0 framework.

Pritish Gandhi

Leader,

Aon Hewitt Learning

Center

Pritish’s Mantra

We shape our buildings;

thereafter they shape us

Winston Churchill

Connect with us

aonahlc@aohewitt.com

011 39585050 Course Fee (inclusive of taxes)

₹45,000 Participation will be confirmed post payment

Learning Center

Classroom sessions

16 hours

Online

Discussion Board

Active for one year

Participant

Handbook

Pre-reads

10 hours

Certification

Aon Hewitt Certified

Change Management

Expert

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Aon AHLC Inquiry Mailbox: aonahlc@aonhewitt.com

Amit Kumar: amit.kumar.29@aonhewitt.com