Managing global performance management cycle» Connected with 43 SME’s across business verticals to help them design scorecards as per different roles & designations applicable to their unit» Championed change management by organizing webinars for employees’ and managers on the implementation of performance going live on Workday » Reduced the response time from 48 hours to 24 hours on queries raised on Qdesk (employee query platform)Workday implementation for performance management» Managed the end to end transition from Trakstar (erstwhile PMS tool) to Workday (new PMS tool) right from performance process design, testing and go-live implementation» As a part of the change management solely created more than 20 plus Job aids and video bytes for employee and manager persona for the entire organization» Providing design ideas and content for the release of Go-live performance related posters Managing key performance processes A) Promotion Process» Ensured data sanity when the eligibility sheet is rolled out to the leaders » 100% adherence to process framework and timeliness for roll-out of promotion sheets across units» Timely roll-out of promotion letters» Sharing exception approvals with CHRO along with business rationale and case notesB) Role Change» Streamlining the role change process by creating a pool of mentors, interviewers & creating handy SOP’s for smooth training of the mentee » Ensuring that the timeliness is adhered while updating the role change tracker and providing cuts to the C&P team for their respective role change cases B) Performance Improvement Plan (PIP)» Publishing weekly status of the falls short cases to C&P partners and driving compliance of PIP process» Understanding business needs and preparing cases notes to seek exception approvals from the CHRO» Conducting training sessions with business and C&P partners to understand the process every 15 days

Performance Management & Total Rewards» Responsible for assigning the talent discussion groups and publishing the weekly status of completion with 100% accuracy of priority setting and feedback completion on tool market unit level wise» Distribution of budget for Talent Priority, Distinctive Achievers, Promotions, andImproved performers at a Growth Markets level» 100% compliance level achieved with business to communicate rewards to employees withintimelines» Prepared a TDG calendar to ensure the team completes the PA exercise as per timelines» Appointed as PA POC for growth markets (~HC of 14000 Employees)Attrition & Retention Management» Deep Dive attrition view presented to business on a monthly basis which makes use ofquality control tools like Pareto Analysis and Ishikawa Fishbone» Presenting weekly business retention conversation tracker which has significantly boughtthe attrition down by 5% quarter on-quarter» Proactively having conversations with the resigned employee and providing insights to thebusiness to enable retentionRewards and Recognition» Ensured 100% utilization of budget across platforms by seeking intervention from theleadership and publishing the utilization status weekly» Ace (Central Event) and All-Star (Growth Markets Event) are the two recognition platforms at Accenture which I have driven at a market unit level for my teams» Counselling business on how to administer the rewards on the tool and checking for anyoutliers before sharing the final file to the central teamPeople Connects & Compliance» Promoted industry sessions along with business where SME’s of a particular skill wouldcome and share their career journey and testimonial and provide guidance to employees» Organized back to basics session quarter on quarter for employees which ensured basic hygienefactors are addressed» Fortnightly presenting the Ops deck highlighting the business health and people agenda to bedriven» Verification of BGC cases

Stakeholder Management» Delivering business presentations where an overall pulse of the unit is shared in terms of business updates, attrition level, goal setting status, headcount report, rewards & recognition status, and fun activities conducted» Every quarter having Manager and HR meet where actionable items like goal setting,medical, probation reviews, covid cases, absconding intimation, and general queries are discussed and closed» Organized monthly meet sessions where updates were shared about Business and HR andcelebrations of birthdays, long service awards, work anniversary, and employee of the month» Experience in handling a total of 500 plus employees comprising 2 different departments and 1client locationLearning and Development» Conducted in-house process training on how to use the appraisal tool (e-dialogue) to setgoals, review performance, and submit the final appraisal form both for managers and employees» Conducted self-help training on Better together works to foster effective team workingmethods and received faculty feedback of 4.71 out of 5People Management» Organized creative fun activities like Thought Tree, Mentor Month, Board game Friday, MovieMonth, and Thanksgiving Day which acts as stress busters» Handling the PAN India Mediclaim for permanent employees by liaising with the TPA andInsurance providers» Preparing service letters and providing monthly payroll inputs to the central team for salaryprocessing

Project Title: Attrition Analysis at Mahindra and Mahindra Financial Service LtdSummary: The analysis helped identify the critical region, branches, and department, and quality control tools like Pareto analysis and Fishbone identified critical reasons for attrition, thereby suggesting the organization look into its incentive structureLearning's: a) Objective: To identify the critical reasons of attrition and analyze the reasons for exit b) Pedagogy: Exit interview data, Master file for employees, HR magazines c) Deliverables: To suggest remedial measures in controlling exits