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I currently serve as the HR Leader for Fluke and a member of the management committee for Fluke and Fortive. I am leading end-to-end HR operations, collaborating with leaders globally and reporting to the Sr. Director of HR – APAC and the MD Fluke India.Over the past years, I have successfully developed Talent Strategy with 3 years horizon, which increased leadership readiness by 20%. Moved engagement by 69% and maintained turnover below 5% through strategic and culture-building… Show more I currently serve as the HR Leader for Fluke and a member of the management committee for Fluke and Fortive. I am leading end-to-end HR operations, collaborating with leaders globally and reporting to the Sr. Director of HR – APAC and the MD Fluke India.Over the past years, I have successfully developed Talent Strategy with 3 years horizon, which increased leadership readiness by 20%. Moved engagement by 69% and maintained turnover below 5% through strategic and culture-building initiatives. My focus on workforce planning helped improve operational efficiency by 40%, reducing Succession Plan whitespace from 70% to 14% and strengthening our leadership pipeline.I have also increased promotable rates by 20% through targeted Talent Development initiatives for hiPot employees. By implementing Coaching programs, I boosted leadership effectiveness by 25%, 35% improvement in overall talent outcomes.My efforts enriched team productivity to a 40% increase through targeted development initiatives for top talent. I reduced time-to-fill by 20% with innovative social media recruitment strategies.I defined a new compensation philosophy, achieving pay parity and a 30% increase in satisfaction with compensation. I also revamped Sales Commission and Incentive Policies, which resulted in a 15% increase in sales performance across India and APAC.Managing COVID-19 initiatives significantly increased employee trust by 30%. I achieved 100% compliance, reducing legal risks by 30% and improved organizational agility by 25% through restructuring efforts. As the Regional Process Owner for APAC HR Transformation, I improved training effectiveness by 25%. Additionally, my leadership in DEI initiatives improved gender diversity in APAC leadership by 7%. I implemented the Oracle HRIS system for India and introduced new payroll software, which enhanced overall performance tracking by 30%. Show less

As Sr. Manager and Head HR of Volvo Trucks India, I led HR for Volvo Trucks, representing the HR function in the FMT and EMT, managing over 950 employees across 13 workshops, 2 dealer workshops, 7 sales offices, and more than 130 satellite workshops.I developed workforce planning strategies that increased headcount from 540 to over 950 and revenue from ₹900 Cr to ₹1,332 Cr within two years. My efforts in campus hiring at top NITs and IITs boosted our acquisition of top-tier talent by 15%. I… Show more As Sr. Manager and Head HR of Volvo Trucks India, I led HR for Volvo Trucks, representing the HR function in the FMT and EMT, managing over 950 employees across 13 workshops, 2 dealer workshops, 7 sales offices, and more than 130 satellite workshops.I developed workforce planning strategies that increased headcount from 540 to over 950 and revenue from ₹900 Cr to ₹1,332 Cr within two years. My efforts in campus hiring at top NITs and IITs boosted our acquisition of top-tier talent by 15%. I also managed third-party labor and technicians, resolving grievances and enhancing workshop relations.To align learning with business goals, I implemented workshops that increased truck sales by 30% and launched value-based workshops that improved engagement by 20%. Through revamped benefits and performance programs, I successfully reduced attrition from 17-18% to 10-11%.I standardized behavioral practices, resulting in a 25% improvement in customer satisfaction, and redesigned compensation structures that increased satisfaction by 15%. Implementing online performance management systems for both blue and white-collar employees enhanced productivity by 20%.My initiatives reduced blue-collar attrition to 9-10% and white-collar attrition to 6-7% through thorough organizational diagnosis. I also managed the transition from the Volvo to the VE grade structure, achieving a 10% reduction in turnover. Additionally, I led the implementation of online leave management and contract labor management systems. Show less

I joined as Manager and rose to the position of Assistant Manager, and Senior Executive, where I supported business strategy by implementing HR plans, workforce planning, organizational capability building, and talent management, all while ensuring statutory compliance and process improvement. I led training, succession planning, and policy implementation while managing a team of three HR professionals.As the BU HR Head at Tata Consulting Engineers Ltd, I scaled the Steel, Metal, and Mines… Show more I joined as Manager and rose to the position of Assistant Manager, and Senior Executive, where I supported business strategy by implementing HR plans, workforce planning, organizational capability building, and talent management, all while ensuring statutory compliance and process improvement. I led training, succession planning, and policy implementation while managing a team of three HR professionals.As the BU HR Head at Tata Consulting Engineers Ltd, I scaled the Steel, Metal, and Mines Business Unit from 28 to over 420 employees in six years. I managed various hiring efforts, including walk-in, mass, volume, and niche hiring for project-based assignments in steel plants, power, and mining projects.Additionally, I participated in high-stakes performance calibration and appraisal discussions, ensuring a fair and effective assessment process. Show less

At UnitedHealth Group Information Systems, I provided HR consulting on people processes, policies, and Employee Relations investigations, ensuring compliance with local laws and company procedures. As an Employee Relations Specialist in the Center of Excellence for Employee Relations and Support, I handled performance and disciplinary issues while offering consultative support on employment laws and disputes.Furthermore, I developed Employee Relations policies and processes that fostered a… Show more At UnitedHealth Group Information Systems, I provided HR consulting on people processes, policies, and Employee Relations investigations, ensuring compliance with local laws and company procedures. As an Employee Relations Specialist in the Center of Excellence for Employee Relations and Support, I handled performance and disciplinary issues while offering consultative support on employment laws and disputes.Furthermore, I developed Employee Relations policies and processes that fostered a positive work culture and contributed to projects such as MERI, Career Progression, EWS, E2S, Reach, and the Overtime Study. Additionally, I designed and implemented Manager Education programs to enhance capability building.I collaborated on "Project Pyramid," where I helped set up HR Shared Services for the APAC region and prepared the necessary policy and procedure documents for the launch. Show less