BuildingaHigh-PerformanceCultureat CKredence Wealth

INDUSTRY WealthManagement& Financial Services

LOCATION Surat,Mumbai&Vadodara

ENGAGEMENTTYPE HR&Organisational Consulting

ENGAGEMENTYEAR Ongoing(Renewed)

EXECUTIVESUMMARY

INDUSTRY WealthManagement& Financial ServicesLOCATION Surat,Mumbai&VadodaraENGAGEMENTTYPE HR&Organisational ConsultingENGAGEMENTYEAR Ongoing(Renewed)

CKredence Wealth, formerly known as Chirag Investments, is a SEBI-registered wealth management firm with roots going back to 1987. Led by Managing Director Mr. Chirag Shah, the company offers a comprehensive suite of financial services including equity, mutual funds, Portfolio Management Services (PMS), insurance, bonds, fixed deposits, and currency solutions.WithofficesinSurat,Mumbai,andVadodara,andaclient baseofover10,000across India, CKredence manages upwards of Rs. 700 crore in assets under management.

Asthecompany’steamgrewto14-plusemployeesacrosslocations,itsleadershipidentifiedthe need to build a strong organisational culture with structured performance systems to match the firm’s client-facing excellence. After evaluating multiple agencies, they engaged Dr. Meenu Rathore, whose approach to people and performance management resonated with the leadership’s vision. The engagement resulted in the deployment of a 3D Appraisal and Performance Management System, the introduction of monthly employee engagementactivities, and has been renewed for a second year.

THECHALLENGE

Havingservedclientsforoverthreeandahalf decades,CKredenceWealthhadbuilt astrong reputation in the investment advisory space. However, as the team grew and operations expanded across three cities, the leadership recognised that internal people management needed to be as robust as the client service the firm was known for.

Thekeychallengesthatpromptedtheengagementwere:

• No structured performance management framework: As the team expanded, the absenceofaformalsystemtoevaluateanddevelopemployeesconsistentlybecamea significant gap.
• Lack of a formal organisational culture: The company needed to define and institutionaliseaculturethatfosteredownership,accountability,andengagementamong its growing team.

• Limitedemployeeengagementactivities:Therewasnostructuredprogrammetobuild bonding, motivation, and team spirit within the organisation on a regular basis.
• Absence of a clear evaluation and feedback mechanism: Employees lacked a standardisedprocessthroughwhichtheirperformancecouldbeassessed,andthrough which management could identify development needs.

Havingassessedmultipleagencies,theleadershipmetDr.MeenuRathoreandfeltconfident that she was the right partner to take this transformation forward.

THEAPPROACH

Dr.MeenuRathoreandherteamundertookastructuredengagementdesignedtoaddressboth the performance management and cultural dimensions of the organisation. The engagement was built around two core pillars:

1.  3DAppraisalandPerformanceManagementSystem(3D-APMS)

The3D-APMSwasdesignedtocreateastructuredandtransparentevaluationframeworkwithin CKredence Wealth. The system was built to foster genuine bonding between employees and management, moving appraisals from a top-down exercise to a collaborative dialogue. Under the system, every employee undergoes a formal monthly evaluation, enabling the leadership to track individual performance trends, identify development needs, and make informed decisions about career growth and recognition. The framework also provides employees with a clear understanding of what performance expectations exist and how their future trajectory within the organisation is shaped.

2.  MonthlyEmployeeEngagementActivities

A dedicated monthly employee engagement programme was introduced, with a variety of activitiesconductedatmonth-end.Theseactivitiesweredesignedtobuildteamcohesion,boost morale, and create an environment where employees felt valued beyond their functional roles. Theprogrammehas become aconsistentfeatureoftheorganisationalcalendar andis notedby the leadership as one of the most enjoyable and impactful aspects of the engagement.

RESULTSANDIMPACT

3D-APMS SystemImplemented

Monthly EmployeeEngagement Activities

1-Year EngagementRenewed

TheengagementhasdeliveredmeaningfulandlastingimprovementsacrossCKredence Wealth’s internal operations:

• Performance Visibility: Management now has a consistent monthly view of every employee’sperformance,enablingproactivedecisionsondevelopment,recognition,and role clarity.
  • Employee-Management Bonding: The 3D-APMS system has strengthened the relationshipbetweenemployeesandmanagement,makingperformanceconversations more transparent and constructive.
  • Structured Culture: A well-defined organisational culture has begun to take root, with employeesunderstandingexpectationsandhavingclarityontheirgrowthwithinthefirm.
  • Employee Engagement: Monthly engagement activities have introduced a new dimensionofteambondingandworkplaceenjoymentthatdidnotpreviouslyexistwithin the organisation.
  • Engagement Renewed: Two months prior to the testimonial, CKredence Wealth formalisedaone-yearrenewaloftheengagement,reflectingtheleadership’ssatisfaction and confidence in the continued value being delivered.