Responsible for leading Talent Management, Organizational Development, Global Expansions & Strategic HR projects for STL's business unit - Global Service with 1400+ employees in India & UK. Co-creating HR strategy regarding workforce modelling, managing cost, employee experience etc. by liasioning with stakeholders across departments.Talent Management -• Leading Annual Manpower Planning & Budgeting exercise• Driving annual Performance Appraisal & Increment Cycle• Performing Job-Evaluations using Hay group guide profile methodology & Designing Org Structures• Presenting People Analytics & Strategic Initiatives (on areas like productivity, attrition, cost) to CXO level GSB Leadership• Overhauling HR policies & processes like Variable pay, Promotion Policy, Workforce Management SOPs etc.HR Strategy & Analytics - • Leading the Demerger of GSB (from STL) from an HR perspective. Identifying key risks, org wide HR activities, people & system requirements to enable GSB to function as separate entity• Conceptualized and created People Dashboard to provide detailed insight on various people metrics• Designed and led the implementation of automated HR Dashboard on Tableau with Transformation team • Performed Post Merger Integration from an HR perspective of a company (ClearComm) acquired in UK. Performed Job Evaluation, prepared employee handbook, benefits alignment etc.• Enabled and Program Managed international expansion geographies - Germany and USOrganizational Development - • Led Skill Mapping Exercise which included creating Skill Catalogue, capturing employee skills with proficiencies & and performing skill gap analysis in line with current business and future growth• Crafted & organized Managerial Effectiveness Program - People First (under the guidance of CHRO)• Drafted three versions of Career Accelerator Program - ACTup at three different Bands leading employees to elevated roles thus creating robust talent pipeline

Mayank was responsible for network planning, supervision and optimization of Charging System network for Kenya and Ghana for Airtel Africa.He led a team of engineers on the half yearly audit of the Charging System network and proposed corrective measures based on analysis. He also planned various network configuration changes for optimization purposes or business requirements by his customer, Airtel.He organised various knowledge sharing session where certain subject matter experts in the team were invited to share their experience with a certain technology thereby enriching the whole team an increasing the competency.

The project dealt with several iteration the deposition ITO (Indium-Tin Oxide) on a glass slab by changing the rate of deposition hence affecting the thickness of the coating and studying its physical properties like conductivity and transparency. This was done to find the most optimal trade-off between the transparency and conductivity and implementing the same in solar cells manufactured at the facility.