Right Management’s 4P’s Leadership Framework Exploring Right Management’s ‘4P’s Leadership Framework’ to understand what it means to be a leader in the Human Age : What classifies as ‘good’ and ‘great’ performance : Exploring the ‘stickiness’ of perceptions and why they matter : Leveraging the Birkman Method to learn more about our personality styles. Understanding how to manifest our innate potential : Leveraging our understanding of the 4P’s to define a Personal Brand

1. Developing Leaders through
4P’s at JSPL
Client Reference Story & Interview
In the Human Age that we are in today, a
key question that progressive organizations
lose their sleep for is, are my existing people
ready to reinvent themselves and meet the
challenging business needs of the future?
Do we know who is the best fit for a critical
role / a new opportunity or is personal
judgment the best answer to it?
According to a recent research, 37% of leaders
fail after moving into a new leadership role and
91% of business leaders say today’s business
challenges are significantly more complex. Are
we pushing leaders to take on roles that they
are not ready for or are we simply pushing the
wrong leader?
The answer lies in understanding the depth
of your talent. What are the key strengths
at different levels and what are some focus
areas at an individual or organizational
level. The right way to achieve this is to
follow a systematic process year on year
which becomes a part of the culture of the
organization and encourages people to
adopt the behaviors that the organization
values.
A brilliant example in this case is Jindal
Steel & Power Ltd. (JSPL). Jindal Steel and
Power is one of India’s major steel producers
and is part of the USD 18 Billion O.P. Jindal
Group. As a company that has constantly
looked to scale new heights, JSPL aspires
to move to the next phase of growth by
realizing a turnover of 4 billion USD by 2020,
having a current annual turnover of USD 3.6
billion. To drive this growth, JSPL intends to
have a class of leaders who have strategic
and operation excellence capabilities, and
are able to lead people in this dynamic
and ambiguous environment. To build
this capability, the organization started a
journey in 2008 of formally assessing the
potential of its leaders to be able to plan
the development intervention for them.
While they have been doing the same for
some time, they wanted to increase the
effectiveness of the initiative by doing
things differently.
It was with this context that Right
Management presented its approach, which
was appreciated by them and thus began
our partnership through a holistic talent
assessment project. JSPL had a ‘Jindal
Leadership Model’ which summarizes the
leadership behaviors and values that a
Jindal Leader needs to demonstrate. The
engagement began by first validating the
existing Jindal model and converting it into
a framework that details the behaviors and
scales for us to consider as the base for
assessments.
Considering, that the talent in
consideration was at the senior leadership
level i.e CG1 and CG2 (AVP and above),
Right Management suggested their 4P’s
Leadership Framework, to holistically
assess a leader.
Right Management’s 4P’s
Leadership Framework
Exploring Right Management’s ‘4P’s
Leadership Framework’ to understand
what it means to be a leader in the
Human Age
What classifies as ‘good’ and
‘great’ performance
Exploring the ‘stickiness’ of
perceptions and why they matter
Leveraging the Birkman Method to
learn more about our personality
styles. Understanding how to
manifest our innate potential
Leveraging our understanding
of the 4P’s to define a Personal
Brand

2. Different tools were mapped with an objective
to give a leader a holistic perspective about
himself/herself.
Feedback from the Participants
“This is a really excellent opportunity to display
situational management. It also allows one to do
an introspection of one’s strength and behaviors.”
• Performance: What is the individual’s
achievement on the defined KRAs/KPIs?
Assessment Mode: Performance
Appraisal by Manager
“Very well managed, well explained, it was more
of interactive and participative coupled with
good questions. The process was interesting and
informative wherein I was able to introspect and
could understand myself better.”
• Perception: How do multiple stakeholders
experience/ view the leadership capability
of the individual? Assessment Mode: 360
Degree Feedback Survey
“It has been done very professionally. I found the
process to be interesting as it gives you time to
think and analyze the past and prepare you for
future.”
• Personality: What are the leadership traits,
personality attributes which guides the
individual behaviors? Assessment Mode:
Birkman Psychometric Tool
“The techniques adapted and tools used have
enabled me to reflect on my performance, my
success and failures and the need to create
a strategy to become an effective leader.
The assessors have been very cordial in their
approach.”
• Potential: What are the individual
leadership strengths and areas of
development? Assessment Mode:
Development Center
Post the pre-work of Birkman psychometric
and 360 Degree feedback, the development
center process was run parallel across 3
locations covering 76 participants. The text box
to the right showcases some of the feedback
received from a few participants during the
development center.
The intended outcome from the process was
twofold.
First being the outcome for the Participant:
a detailed talent profile was created for each
leader which was followed by a structured
one-on-one feedback session. The talent profile
report and the one-on-one feedback session
Reference 2.1 Right Management’s Suitability Mapping Profile Snapshot
Participant
Name
XYZ
Current
Designation
AVP
Department
Marketing
CG
CG2
Next Role
VP
Readiness for next Role
Recommendation
Immediate – Clear High Potential
Ready after short term development intervention - Good Potential but needs some development
Needs Development
Potential (Max Score = 5)
1
1.5
2
2.5
3
3.5
4
4.5
5
Perception
Gap
360 Feedback
Strategic
1. Thinking &
Innovation
-0.5
4.0
Process
Excellence
Personality
Birkman
DC Score
Desired Score
DC & Desired
Score is same
0.5
4.2
Drive for
3.
Results
0.0
4.2
Fair Level of
Proficiency
4. Meritocracy
0.5
3.9
Low Level of
Proficiency
0.5
4.1
-0.5
4.1
2.
Collaboration &
5.
Care
6.
Change
Leadership
Key Strengths
•
•
•
•
2
Displays sound business acumen and conducts in-depth
analysis of data and applies market knowledge
Comes across as an action-oriented individual who also has
high achievement orientation
Displays clarity and confidence while communicating, enabling
him to effectively influence people
Is likely to set stretch targets for his team, providing them
with necessary guidance when required
High Level of
Proficiency
Note: The desired score
is for the next level
Key Developmental Areas
•
•
•
•
Could gain from further developing his orientation towards
customers
Could gain from taking a long-term view, especially when
planning and assessing risks
Could enhance conflict management skills by attempting to
discover the root cause and addressing the same
Could benefit from proactively aligning people to the vision
of the change initiative and create ownership for the same

3. encapsulated the 4P’s in detail. Potential and
Personality are internal factors that are innate
to an individual. Performance and Perception
are external factors that depend on one’s
dealings and interactions with others. The talent
profile reports, along with the analysis from the
360 degree feedback survey and the online
psychometric tool along with the development
center output provided a robust understanding
of a participant’s assessment on varied aspects.
During the one-on-one feedback session, the
assessor and the participant involved together
formulated an Individual Development Plan
(IDP). The IDP thereby created had details of the
strengths and improvements of the participant
along with the way forward.
The Second being the outcome for the
Organization: the organization was provided
with two critical outputs viz-a-viz Suitability
Mapping Profile and Overall Analysis.
The Suitability Mapping Profile provided
comprehensive data and information on
Personality, Perception and Potential. Further
to this, the profile also had recommendation
on the readiness of a leader for the next role
along with the key strengths and development
areas as identified on the basis of the 4P’s.
In addition to the Suitability Mapping Profile,
Right Management created an overall analysis
that provided imperative data on Potential,
Perception and Personality. The Potential and
Perception data shared overall inferences on all
the competencies on the basis of outcome from
the development centers and the 360 degree
feedback survey respectively. The Personality
data shared inputs wherein all the leaders were
categorized under task orientation, people
orientation, strategic thinking and process
orientation.
The intervention benefited the organization
as they received the inputs on all 4P’s along
with other imperative inputs that were critical
in identifying the developmental path for the
participants. The key stakeholders found the
Suitability Mapping Profiles to be extremely
useful for them to be able to take decisions on
individuals.
Client Speak
Praveen Kumar
Head – Steel Business
HR & Group OD
Mr. Praveen Kumar shares his experience of the intervention and working with Right Management.
Q
What was the context when JSPL began initial conversations with Right Management
on partnering together for Development Center initiatives?
JSPL as an organization has witnessed a phenomenal growth in the past ten years. Our growth
has been in variety of portfolios as well as in terms of intensity in a given business. We have
to develop leaders both in terms of number and functional competencies to handle this
growth in fast changing business scenario. We have consistently been investing efforts towards
preparing ourselves for the same. We have introduced a mechanism Talent Ownership in which
organization-wide talent related decisions are taken in a very structured manner.
JSPL’s Apex body, Group Executive Council (GEC), takes the decisions on the following critical
aspects:
• Succession Planning
• Leadership Development
• Career Planning
To ensure that the decisions take all the imperative factors into consideration, detailed leadership
profiles of all the senior members of the organization are prepared. The profile includes
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4. inputs from techniques such as assessment/development center, 360 degree feedback and
psychometric test, which together form a participant’s potential assessment. This data is then
presented to the GEC to take the talent related decisions.
In this regard, we partnered with Right Management to conduct the intervention and seek
support in preparing the Talent Profile for each senior leader of the organization.
Q
What made JSPL go ahead with Right Management as the partner for this significant
engagement?
When our conversations with Right Management were initiated, Right Management presented
a proposal for the intervention. The proposal had the philosophy of the 4P’s (Performance,
Potential, Personality and Perception) wherein an individual’s profile would incorporate inputs
on each of the P. The philosophy was close to our requirement and the alignment with the
organization’s approach helped us in deciding to go ahead with Right Management.
Q
As a process, development centers have been well institutionalized by you in the
system. How was your experience in implementing assessments this year different
than the previous years?
JSPL has been growing rapidly especially since the last 5 years and the CAGR is more than 30%.
The rapid growth threw a challenge on the HR function to build and develop the capability of
the leadership in the organization. With this intent, we initiated developing a leadership pipeline
and developed our leadership design. The first step in this journey was to map the capability
against the requirement for a competency. We had started conducting development centers
in 2008 and since then, it has been challenging to ensure participant’s availability for the
exercise. But nevertheless, we are in the process of institutionalizing the process. Last year in
particular, we started working with Right Management and with their support, we re-calibrated
our competency framework. We felt and realized that getting people this time around was a bit
easier than the previous time, as people had accepted the development center process to be
a robust one as it gives the right feedback to the participants. Every individual wants to grow
including the people who have been working for 20-25 years with JSPL as the process helps
them identify certain future-oriented behavioural training that they would like to undergo.
Agility is a critical factor and ensuring that the participants are engaged for the day during the
development center is challenging, but with Right Management, we have now been able to
do so. People in the organization have realized that it’s an important exercise and the premise
of undergoing various simulations that are robust has been beneficial in enhancing people’s
interest. This realization has helped us in making this process an institutionalized one.
Q
How has been your experience with the team that has been working from Right
Management on this to support you?
I would like to share a few factors that made the experience of working with Right Management
a journey worth cherishing. The flexibility, the ease and the adaptability of the team at Right
Management is commendable. It gets quite challenging to ensure availability of our senior
leaders for the pre-determined dates and hence I am thankful to Right Management that they
were extremely flexible and supportive to this end. Secondly, the team at Right Management
definitely helped us with their insight and knowledge. They were robust in their approach for
recalibrating the competency framework of our organization and the 4P’s approach that we
have introduced basis Right Management’s suggestion is remarkably exceptional. The 4P’s
are Perception, Performance, Potential and Personality. We have an apex body named GEC in
which every individual is assessed for the future role and their performance for the last year
is considered. The recommendation by Right Management for employing the 4P’s approach
was extremely beneficial and has been liked by our top management. The approach has
given a strong 360 degree view and the multi rater has helped us in correctly reviewing the
performance, capability and perception of the leaders in the organization.
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5. Q
How has the overall feedback from stakeholders been on the services provided by
Right Management?
The overall feedback of the stakeholders has been exciting and positive. It has helped us in
taking organization-wide talent decisions along with preparing the organization for the future.
Q
On a personal note, could you share about your key learning from the journey.
My key learning from the journey is as follows:
• The communication to the senior management with regard to convincing them about the
intervention being developmental rather than an assessment program
• Selection of relevant and contemporary tools for the program for the right group of
people
About Right Management
Right Management is a global leader in talent and career management workforce
solutions within ManpowerGroup. The firm designs and delivers solutions to align
talent strategy with business strategy. Expertise spans Talent Assessment, Leader
Development, Organizational Effectiveness, Employee Engagement, and Workforce
Transition and Outplacement. With offices in over 50 countries, Right Management
partners with companies of all sizes–including more than 80% of the Fortune 500–
to help grow and engage their talent, increase productivity and optimize business
performance.
FOR FURTHER INFORMATION
Call +91.124.4536900
email: rightwired.india@right.com
www.right.com
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