Built Talent and Skills Labs as a bootstrapped organization and have taken it to a revenue of over INR 100 crores (USD 13.1 million)Our major products are Recruitment, Staffing/Contract Manpower and HR Shared Services. We've helped a few our clients with setting up greenfield facilities and setting up of new business lines.We're also helping start-ups with setting up and managing their HR function from scratch and providing them strategic inputs to aid in their growth

Leading the functions of HR, IR and Admin, 3 direct reports and total team of 9 Organization Structure and JD’s evolved for Corporate team and North BU Implementation of PMS based on OKR's Maintenance and Review of HR-MIS Conducted LNI and introduced Kirk-Patrick Model till the third stage Working on overhauling all HR policies; 3 policies already approved Ensuring Statutory Compliance  Ensure recruitment for all key positions; reduced turnaround time by 31%

Industrial Relations Clinched Settlement for REP with productivity and Quality based incentives Ensuring disciplinary actions and inquiry against misconducts Introduced R&R system for workmen based around Kaizen improvementsRecruitment Reduced the turnaround time from 105 days to 65 days Cost savings by recruiting 80% positions by employee referenceLegal, ISO-TS & OHSAS-EMS Compliances Ensuring necessary ISO- TS, OHSAS-EMS, Legal Compliances and Govt. approvals Closed 44 out of 52 points arising out of Internal Legal Audit in January 2013Learning and Development Introduced Kirk-Patrick Model of training effectiveness Did LNA for both staff and workmen and prepared annual training calendar  Increased the avg. Learning Mandays from 0.55 per quarter to 0.77 per quarterManpower Planning, Budgeting and Cost Made the annual and monthly Manpower budgets for RPAL and REP Introduced Learn and Earn Scheme to reduce dependency on Casual Workmen and ensure skilled manpower with positive attitude Reduced daily OT mandays from 120 to 15 by ensuring adequate manpower & SOP for OTEmployee Engagement Introduced FMEA for employee engagement Analysis of the report based on various factors to come up with final action plan Regular review of action points to ensure increase in engagement score

Campus Program Strengthened the training program with modular project based platform Introduced mechanism for GAE’s to get confirmed on par as GET’s to reduce gap  Improved recruitment strategy by: Changing written exam from technical to cognitive ability Changing colleges from local colleges to NIT’sLearning and Development Did Learning Need Analysis for Engg. Business Prepared the annual training calendar for the entire engineering business Achieved avg. 2.5 Training mandays; the highest ever in the history of Engg. BusinessStrategic Initiatives HR integration of Trinity; acquired by Raymond in Feb 2012 Designed and implemented re-designation and re-grading strategy of Trinity employees for alignment with Raymond Structure Worked on the communication strategy for stopping any negative sentiments Designed and implemented Performance Appraisal and subsequent incrementsEmployee Engagement Prepared and implemented the employee engagement action plan for all the locations; plan derived out of Aon Hewitt survey and FGD’s Designed and implemented a comprehensive Reward and Recognition strategy The engagement score increased from 45% (serious range) to 67% (High Performing Range) within one year