Client: A Multi-Outlet Dermatology Clinic in Pune
Industry: Healthcare & Aesthetic Dermatology
Founded: 35+ Years Ago
Employees: 200+
Annual Turnover: ₹60 Cr+
Locations: 5 Clinics in Pune

Background & Problem Statement

Despite being a legacy clinic with over 35 years of goodwill and market presence, the client was lagging behind newer entrants like Oliva and Kaya in terms of organizational structure, agility, and HR practices. The founder approached us with a broad mandate:

“Help us with HR Transformation—we need to catch up.”

What emerged during our initial discovery was a complex ecosystem with significant internal friction and systemic dysfunctions:

• All department heads and decision-makers were family members—not necessarily qualified or trained for their roles.
• Bias and lack of accountability affected performance, morale, and even basic discipline enforcement.
• Non-family employees felt disengaged, resulting in a clear divide and weakening trust.
• Incentive schemes and HR policies existed but were overly complicated and poorly communicated.
• Legal compliance awareness was critically low, despite being a company with over 200 employees and significant statutory responsibilities.

Departments included:
Dermatology (Technical), HR, Accounts, Sales, Marketing, and Pharmacy—each with its own team head.

Diagnosis & Insight

We proposed and executed a comprehensive HR Diagnosis, reviewing:

• HR Systems & Policies
• Legal & Statutory Compliance
• Leadership Readiness & Role Competence
• Incentive Structures & Performance Management
• Organizational Culture and Decision-Making Patterns

This deep-dive clearly indicated that Leadership Alignment had to be the first milestone. Only when the leadership team recognized and agreed on the direction of the organization could true transformation begin.

Leadership Retreat (Already Conducted)

As described, a full-day Leadership Retreat was conducted to align family and business leaders. A painting activity visualizing the dermatology clinic 10 years from now yielded new, innovative visions. For the first time, the founder understood the aspirations and challenges perceived by the leadership team.

The team was also taken through basic but essential labour laws including:

• The POSH Act, 2013
• The Maternity Benefit Act, 2017
• Key provisions under the Industrial Employment and Labour Law framework

The GRACE Project: 9-Month HR Transformation Plan

Post-retreat, we initiated Project GRACE, a structured, quarter-wise HR transformation journey designed to build competence, trust, and alignment. Here’s a snapshot of the customized deliverables plan (drawn from the internal workbook):

Quarter 1: Foundation & Awareness

• Redrafting HR & Legal Policies
• Mapping Designation Structure and Role Clarity
• Awareness Training: Labour Laws, POSH Act, Maternity Benefit Act
• Training Needs Identification (TNI)
• Conducting Employee Pulse Survey
• Reviewing Compensation & Incentive Structures
• Conflict Management Framework Setup

Quarter 2: Implementation & Integration

• Launching New HR Policies (Post Sign-Off)
• Implementing Leave & Attendance System
• Formation & Training of POSH Internal Committee
• Introducing Performance Management System (PMS)
• Onboarding Policy and Structure Design
• Recruitment SOP Development
• Drafting Employee Handbook

Quarter 3: Culture, Leadership & Sustainability

• Internal Training Calendar Roll-Out
• Designing Exit & Retention Policies
• 1st Review of Performance Management System
• Vision, Mission & Values Reinforcement Sessions
• Leadership Development Training (for Mid-Managers)
• Defining Career Progression Frameworks
• Final Assessment of Policy Adoption & Cultural Shift

Impact & Expected Outcomes

Organizational Clarity & Discipline
Streamlined policies and standardized HR practices to reduce bias and establish accountability.

Enhanced Employee Motivation & Trust
Simplified incentive frameworks and transparent communication improved employee morale.

Leadership Buy-in & Role Clarity
Family leadership began functioning with clearer boundaries and a commitment to professionalization.

Compliance & Risk Reduction
Mitigation of statutory risks through POSH compliance, policy updates, and IC formation.

Cultural Shift Toward Professionalism
Gradual transition from a family-first to a performance-first culture without compromising core values.

Conclusion

Project GRACE is a live, evolving transformation journey tailored to balance legacy, family dynamics, and modern HR practices. It reflects how even the most traditional institutions can reinvent themselves, provided there’s commitment, clarity, and customized execution.