Hemant Kumar Email & Phone Number

United Arab Emirates

In my role as a Workforce Planning and Resource Management Consultant at Mace, I am leading the development of a robust workforce planning and resource management function. My work encompasses designing and implementing comprehensive policies, processes, and frameworks tailored to enhance workforce planning maturity, enabling organizations to shift from operational to strategic workforce planning.Key highlights of my role include:Framework Development: Designing structured frameworks that integrate workforce planning into broader organizational strategies, ensuring alignment between workforce strategies and business objectives.Policy and Process Optimization: Establishing streamlined policies and processes to manage the entire workforce lifecycle—from position identification during the annual budgeting process to forecasting future talent needs.HR Data Automation: Spearheading the automation of core HR data and business intelligence systems to track approved budgeted positions against actual employee numbers, identify vacancies, and forecast resource requirements.Standardization and Scalability: Creating standardized job profiles, job descriptions, and job evaluation processes, ensuring consistency and scalability across organizational functions.Analytics-Driven Insights: Leveraging HR analytics to enhance manpower budgeting, resource allocation, and strategic decision-making.Additionally, I am working on integrating advanced business intelligence tools into workforce planning systems, providing real-time insights into organizational headcount, vacancies, and workforce trends. These tools support resource optimization, proactive vacancy management, and data-driven decision-making.

Dubai, United Arab Emirates

As the Manager of Workforce Planning & OD at DIB, I led the development and review of policies, procedures, and strategies related to workforce planning, job evaluation, and organizational design, ensuring alignment with industry best practices. My role involved assessing the organizational structures of various departments, proposing modifications to align with the bank's strategic goals. This restructuring introduced a leaner framework, reducing headcounts, eliminating overlaps, and clarifying responsibilities, which enhanced operational efficiency and drove cost savings.Central to my responsibilities was the creation of a comprehensive workforce planning framework that aligned talent strategy with business objectives. I spearheaded the development of the annual manpower budget and plan, collaborating with stakeholders to ensure all human capital requirements were addressed in line with DIB's strategic objectives. This included refining manpower plans through thorough consolidation and analysis to ensure comprehensive coverage of workforce needs and accurate representation in the finalized plan.I took pride in creating strategic workforce plans for DIB, covering short, medium, and long-term periods, up to five years, to align with and support the bank's business goals. These plans incorporated forecasts for workforce size and skill sets, accounting for the operational plans of different departments. By designing a sophisticated strategic workforce planning model, I enabled precise prediction of workforce needs in response to business demand drivers.My commitment to organizational excellence included conducting manpower studies through workload analysis and proposing FTE recommendations. I provided insights on process improvements for optimal workforce deployment and oversaw the Job Analysis process, ensuring comprehensive job descriptions were developed and updated, providing a clear understanding of each role’s accountabilities.

Dubai

As the Chief Specialist in Manpower Planning at the Roads and Transport Authority (RTA), I led the development of innovative workforce strategies, aligning them seamlessly with RTA's progressive vision. My role was marked by a transformative approach to manpower planning, integrating advanced analytical techniques with a strategic outlook.Central to my responsibilities was the creation of a dynamic workforce framework that was instrumental in driving RTA's growth. This involved not only the meticulous planning but also the effective execution of manpower budgets, taking into account factors like business expansion, new project initiatives, and the evolving skill requirements of our workforce.Working in collaboration with various cross-functional teams, especially the finance department, I played a key role in synchronizing our manpower strategies with the broader financial objectives of Dubai. This collaboration was crucial in gaining approval for our manpower budget from the DoF.I was particularly proud of establishing long-term strategic workforce plans that provided detailed forecasts of headcounts and skill sets, each carefully aligned with the operational strategies of RTA's diverse sectors. These plans were more than just projections; they were comprehensive roadmaps guiding RTA towards a future prepared for both challenges and opportunities, supported by scientific methods like scenario planning and predictive modeling.My dedication to organizational excellence also led me to focus on optimizing RTA's workforce structure, ensuring it aligned with the technological advancements in our industry. This included conducting thorough manpower studies, workload analysis, and implementing an innovative online module for manpower planning, thereby significantly improving efficiency and accuracy.I spearheaded organizational design and HR analytics initiatives, providing critical insights that influenced RTA's strategic decision-making.

Mumbai

I led strategic initiatives that significantly transformed our workforce dynamics. My primary focus was on developing a comprehensive strategic workforce plan, adeptly forecasting manpower needs in both numbers and skills for short-term and long-term objectives. A hallmark project under my leadership was the optimization of manpower across 23 Oil Terminals. This involved creating norms to identify manpower requirements for new locations, leading to significant efficiencies and optimization across various plants, including LPG Bottling Plants and Aviation Filling Stations.My efforts extended to talent acquisition, where I implemented an innovative recruitment strategy, engaging with top institutions like IITs and IIMs. This initiative was pivotal in infusing fresh, dynamic talent into HPCL. Additionally, I undertook in-depth organizational studies, focusing on optimizing inter-departmental efficiencies and clarifying roles and responsibilities across divisions. This was critical for enhancing business continuity and drawing clear lines of responsibility.Furthermore, I was responsible for developing the organizational structure of new Business Units, aligning their design with strategic objectives. Another key aspect of my role was overseeing the job analysis process, ensuring clear and comprehensive job descriptions across HPCL and its subsidiaries. This clarity was essential for effective job evaluations and avoiding overlaps in job roles. In parallel, I identified critical positions for succession planning, focusing on the development of necessary technical and behavioral skills.My tenure also saw me liaising with external consultants for specialized organizational design and job evaluation projects. In a significant move towards digital transformation, I led the automation of core HR processes, such as manpower budget.

Chandigarh Area, India

In my tenure as a Senior Officer, I played a pivotal role in enhancing the quality standards of our operations. I was instrumental in developing and implementing Quality Management Systems in accordance with ISO: 9001:2000 for both Gas stations and Depot/Terminals, coordinating closely with certification agencies like BVQI and DNV. My responsibilities also encompassed the comprehensive management of petroleum product supply and distribution. This included overseeing production planning, operations, inventory control, and ensuring the highest standards of quality control and safety. Additionally, I managed a team of 30 workers at a fully automated LPG bottling plant, where I was responsible for their training, scheduling, and supervising day-to-day operations with a keen focus on quality and safety, in compliance with the guidelines of the Oil Industry Safety Directorate.

Master Of Business Administration (M.B.A.)

Master Of Science (M.S.), Industrial Engineering

Bachelor Of Engineering (B.E.), Mechanical Engineering