“TOP5LEARNING reviews over 20,000 publically traded companies for data on Corporate Universities. That information is used to identify key trends in corporate learning, teaching and innovation. We also develop profiles of selected Corporate Universities for use in our consulting projects. A summary description of one Corporate University is listed below.”
Mahindra Group is an India-based multi-national with $16.5 billion dollars in annual revenue. The business, started in 1945 as a steel company, and now operates in more than 100 countries in 18 different industries including aerospace, agribusiness, aftermarket, automotive, components, construction equipment, defense, energy, farm equipment, finance and insurance, industrial equipment, information technology, leisure and hospitality, logistics, real estate, retail, and two-wheeled vehicles.
Unlike smaller companies, it’s difficult to think of the educational investments at Mahindra Group as one corporate university entity. Mahindra has investments in the Mahindra Quality Institute and the Mahindra Management Development Center in Nasik, India where they share a common residential campus. Mahindra USA opened Mahindra University in 2013 as a dealer education system, Mahindra Ecole Centrale - an engineering school developed as a collaboration between the Mahindra Group, École Centrale (MEC) Paris and the Jawaharlal Nehru Technological University in Hyderabad (JNTUH). MEC offers a bachelor of technology degree in a wide variety of technical disciplines associated with the Mahindra businesses.
Mahindra also has regional education facilities in many of its locations and each business unit has dedicated learning resources. All of these investments are driven by a Group Level talent development strategy overseen by an Apex Governance Council led by Chairman and Managing Director Anand Mahindra and HR leader Rajeev Dubey (President, HR Aftermarket and Corporate Systems.) According to Rajeev Dubey, the talent management process involves several key components:
1. A network of business councils - which include business & functional councils from each major Mahindra organization. These councils feed information to the Apex Council that “coordinates and synergizes” group-wide information. Each council is responsible for addressing key questions:
- i.What are the business strategies for that business unit or functional organization?
b.Business Talent Plans
- i.What are the skills and competencies needed to make the strategies happen?
- ii.Do they have the skills and competencies in-house or do they need to create them?
- iii.What are the critical positions in the business?
- iv.What is the succession pipeline for each critical position? (short term and over 3-5 years)
c.Individual Development Plans (Employee Personal Development Plans or EPDPs)
- i.What is the individual development plan for each person?
- ii.How do they engage with key talent to ensure it is adequately prepared for needed roles?
One innovative way they create engagement and accelerate development is through the use of “shadow boards.” These are action learning teams of high potential staff (typically younger) that are asked to engage with key business problems typically addressed at a more senior level.
“The Shadow Boards build relationships between young talent and senior executives, develop analytical and presentation skills, and energize lateral thinking.” - Mahindra Website
I’ve had the pleasure of teaching at Mahindra facilities in the past and know that they make ample use of outside faculty from leading institutions around the world. More recently they have started to make greater use of distance and video conference technologies and e-learning.
- Mahindra Home page
- Mahindra Group, École Centrale (MEC) website
- Mahindra Management Development Center Nasik
- Mahindra Institute of Quality webpage