Integrating organization design, rewards, and performance to lay a robust foundation for business growth.Organization DesignLeading organisation design from a diversified group's perspective entails a comprehensive grasp of the operating model. It involves proposing an organisation structure based on evaluated roles using hay job evaluation, their workflows, job families, and critical behavioural and functional competencies. Additionally, it encompasses assessing current capabilities through various instruments to align incumbents with their respective roles.RewardsResponsible for laying a foundation of Rewards CoE from the group's view and influencing the rewards strategy of businesses to achieve diverse talent imperatives at different stages of growth.The key focus is on making the rewards competitive and linked to business outcomes, building a solid EVP to attract and retain top talent, and enhancing employee experience through recognition and care.Led the group-wide digitalisation of #,### crore wage bill to provide visibility, traceability, transparency, and assurance to the promoters.Performance Management (PMS)Anchoring the performance management from the group's view. Every year, 25,000 + employees participate in the review cycle across different lines of business. The key focus is on sharpening the performance management practice at the group level and driving excellence in goal planning, annual reviews, and performance feedback.TechnologyOwning the tech for the Performance, Rewards, and talent management areas. It involves the design and deployment of technology to enhance the experience, process efficiencies, and governance.

Responsible for providing strategic support to business leaders and stakeholders in the areas of organisation design, performance management, employee engagement, leadership development, capacity & capability building, succession planning, top talent identification and development, change management, and driving Strategic HR projects in business comprising of ~1000+ employees.Projects involved in:* Job Evaluation; Partner -Korn Ferry* Compensation benchmarking; Partner - AON* Employee Engagement framework (Gallup Q12); Partner - Gallup* Group-wide HRMS Implementation (~250 companies)- Oracle Fusion; implementation partner - IBM

As Human Resource Business Partner (HRBP) I led the HR function for some of the corporate services and was responsible for employee experience and life-cycle. In this role I enabled internal client group to achieve key business priorities through the implementation of HR strategies. Following are some of the key contributions:• Advising leaders on optimizing organization design to align it with operating plans. Achieved significant operational efficiencies and cost advantage by redesigning roles and work segmentation• Created a continuous talent pipeline for business-critical roles through successor mapping and career mapping of HiPo. • While being responsible for end-to-end performance management practice, a context relevant compensation review methods were defined to remove biases and brought fairness in related decisions. Also, used predictive analytics to influence and improve people progression related decisions. These efforts helped increase the sense of fairness and credibility of the performance review process in the eyes of employees.• Implemented reward programs for projects and ongoing operations to align people performance to business performance. A gamified reward program enabled the client to drive significant FTE productivity• Streamlined some of the HR practices through tactical automation where enterprise HRMS could not support. Automation in the area of functional integration, learning need identification, work handovers, and rewards were implemented. This eased out manual transactions and improved HR service delivery• Designed and implemented multi-layered employee integration program for new employees to facilitate faster acclimatization, optimize the initial learning curve, and contribute to enhancing the employee experienceAchievements•Consistently rated top in performance review cycles; 2 promotions in 4 years•Received several awards for excellence

In this role, my primary responsibility was to establish learning, and leadership development framework.Conceptualized learning interventions for multiple employee segments based on company’s values, and implemented overarching people development programs. Collaborated with business leadership in the design phase, worked with training partner consultants for content design, and collaborated with HR teams for execution.

Responsible for multiple Shared Services verticals (Information Technology (IT), Finance & Accounts (F&A), Internal Audit, and Interior Design; combined workforce of ~1400 employees. Primarily, was responsible to support Chief People Officer (CHRO) to create integrated HR strategy to address talent imperatives.Led implementation efforts of talent management framework. Collaborating with business leaders / stakeholders to Identify unique job roles (UJRs), written job descriptions, created competency framework (Behavioural and functional) for the roles.Identified gaps in existing training efforts through business leadership feedback and created learning & development strategy. Ensured that training teams delivers programs aligned with strategy and improve execution through feedback loops (content and methodology). These efforts ensured effective and relevant learning experience of employees and managers, and enhanced capability across work levels. Also, laid the road map for HiPo identification, succession planning and career path managementWas responsible to drive performance management systems (PMS). Worked closely with managers and business leaders and ensured goal planning, performance review, and evaluating annual appraisal proposals. Also, contributed in creating in-house performance management tech-platform to ensure transparency and efficiency.Led team of functional and technical SMEs to implement HRMS. I was responsible for project management, and had sign-off accountability of go-live.Conceptualised and created comprehensive employee orientation program, which helped optimize initial learning curve and acclimatisation of new employees.Significantly improved employee on-boarding process (from 1.2δ to 2.3δ) by applying lean six sigma (LSS) concepts.Managed workforce integration during the merger, including policy, compensation, and benefits.

Managed responsibilities as Human Resources business Partner (HRBP) of multi-location business entities within multiple line of sales businesses within Gujarat. Overall objective of the role was to enable businesses to achieve sales in the context of stiff market competition in medical and life insurance Industry (regulated industry).
My role involved advising regional leadership to nurture, and retain high performance teams to drive sales. Was responsible for annual performance review and performance appraisals (PMS).Frequently travelled to locations, met managers & employees one-on-one (1:1), and in groups to address the concerns, and provided them a platform to voice their opinions and suggestions.Built strong relationships with teams across locations to get pulse on people and business dynamics, potential attrition risks, and emerging trends. Worked with stakeholders to mitigate talent related risks.Ensured that employees’ training needs are identified and fulfilled by collaborating with Training & Development CoE. Ensured various training programs at locations are organized to enhance functional and behavioural skills of employees.Also, worked with vendors and recruiting partners to ensure staffing needs are fulfilled at all times.Integrated efforts enabled Gujarat region to exceed sales targets on pan-India basis, and average staffing needs were maintained at 94% (thru hiring, retention, and redeployments, development).

In this role I handled HR activities related to full employee life cycle. Extended HR support to assigned vertical as HRBP, and was responsible for enterprise wide talent acquisition. I was instrumental in ramping up near shore delivery center and achieved 90% staffing needs within 3 months.

As HR Business Partner (HRBP), I was responsible to support culture integration, employee engagement, and enabling business continuity agenda at circle level in the context of global merger between Nokia Networks and Siemens Networks.• Operationalized workforce integration exercise during global merger between Nokia Networks and Siemens Networks• Managed Goal Planning, Performance review and Performance appraisal to ensure transparency and process adherence• Partnered with business stakeholders and leaders for workforce planning, and key people decisions• Designed and deployed company’s value driven rewards & recognition program to create culture that promotes performance & appreciation, and employee engagement• Coached and advised manages to develop and lead high performance team and ensured talent retention• Supported employee engagement survey and partnered with managers to create and deploy action plans to improve employee engagement index• Resolved Employee Relations issues• Worked with with corporate CoE teams to deploy global HR policy in circle. Ran HR policy workshops to ensure awareness and interpretation of applicable HR policies• Managed Induction and employee orientation at Gujarat circle • Organized various events to keep the work environment live and energized• Talent Acquisition; Led team of two to ensure the talent needs are fulfilled and ensured strong talent pipeline