Learning and Development (SL) for Strategy and Transactions, EY Parthenon and Sector Learning.

Learning and Development Manager for Strategy and Transactions, EY Parthenon Service Line and Sector Learning in EY India LLP.

Formulate & roll out business wise learning solutions basis diagnostic study Evaluate and review training partners for executing alpha, beta batches, Gauge solution effectiveness (L1-L4) to incorporate amendments and enhance learning outcomesBudget Management by planning and forecasting, monitoring utilization and provisioning Team KPI governance for all trainings (Behavioral, Strategic, Functional and Statutory)Develop, issue & manage competitive RFP's, in cooperation with key stakeholders, Evaluate and review existing service arrangements and recommend alternatives for improved efficiencies and cost savingsWork with cross-functional teams (end users, legal, IT, SCM, Finance etc.) with regards to assigned supplier negotiations and managing multiple VM projects concurrentlyUpdate and maintain account for all key initiatives, documenting project status, costs and calculationsDevelop and maintain strong relationships with primary stakeholders (IT, Legal, SCM, Finance, etc)Manage assigned Relationships and act as a single point of contact for negotiations and escalationsFacilitate TMTC – MDP nominations for Senior Business Executives

Created a pull culture for learning by branding the in house L&D team in collaboration with corporate communication by utilizing a range of methods ex. quizzes, activities, wobblers and stickers, testimonials, stakeholder feedback, competition, training blogs etcAssessment Center Lead (Pune Location) for Process Leader and Assistant Manager applicantsCarried out assessment centers, shared competency based feedback, performed competency based coaching to develop First Level LeadershipStandardized in-house “INSPIRE” Assessment Center to be ISO compliant Administered and drove the Gender Diversity Leadership Program for grooming future AXA leadersAnchored MDPs for mid and senior level executives from Tier 1 B-Schools and AXA UnivGoverned training effectiveness for AXABS @ L1/L2 levels and piloted L3 effectivenessFacilitated in house training solutions around Behavior, Culture and Voice & Accent Induction Lead sensitizing new joiners on policies, procedures, cross functional teams, competencies and AXA wayMonitored and reported the L&D budget expenses as planned/unplanned/un-utilized correcting discrepancies Reconciliation of expenditures reported by Finance and provisioning un-utilized budget for use in later months

Conduct & Analyze training needs by engaging business to design & develop training solutions basis TNIFacilitate Behavioral Trainings to accomplish business objectives (2,500+ employees) Audience and Business feedback evaluation to alter sections in solutions for increased business valueEnhance L&D Business Intelligence by reviewing present and historic data repositoriesMan Days and Effectiveness measurement, analysis and governance (location, business and lead wise)Publish L&D team achievements with WBPO employees to generate awareness for L&D initiativesEngage Leadership by showcasing business specific matrices illustrating progress & way ahead Govern, drive and bring to close two batches of Women Mentoring program in WBPO Execute and streamline: Mid Level Leadership Development Program, Team Leadership Readiness Program, Development Center (Leadership), Winds of Change (360 Degree Feedback – Action Planning), MEPOMBUDS Administrator for WBPO, look into concerns, periodic case update and case closure Anchor executed “Two Day” WBPO Leadership Offsite involving WBPO “CEO and N-1”Goals and Objective setting, Advanced Facilitation Skills, NLP, TA, Performance Coaching, MentoringTrained in Six Sigma Green Belt DMAIC methodology, Lean, Kaizen, Competency Based Interviewing (ORCE, STAR Model) and white paper writing

Lead team changes on client software updates, supervisor change, location change, shift changes by showing WIIFM to the employees and addressing individual and team challenges in a systematic and proactive mannerDrive performance by cascading client objectives to department to team objectives via periodic team huddles, feedback on KPIs and behaviorEngage team members to be the best version of themselves in team by using on spot recognition, pat on back, celebrating team birthdays, and taking the team on outings periodicallyManage performance via 121 FBs & utilizing motivated hi-performers to bring fellow team members up the learning curveEncourage & implement ideas from team members to increase operational efficiency and effectiveness