Nirav Desai Email & Phone Number

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Full accountability to enhance total rewards system by working with vendor (beqom) to drive complex changes.Lead responsibility to develop Artificial Intelligence strategy for HR function, requiring extensive project management, collaboration and influencing skills; critical interfaces with vendors and senior internal stakeholders.

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I lead a dynamic team of HR subject matter experts in a strategic overhaul of compensation and benefits initiatives. Our mandate was to develop innovative strategies and programs that supported over 20,000 employees across key regions in the Americas, including Argentina, Brazil, Canada, Colombia, Guyana, Mexico, Peru, and the United States. This position demanded a strategic blend of creativity and analytical prowess, ensuring that our initiatives were not only compliant but also competitive and culturally aligned.Achieving remarkable success, my team and I revitalized salary programs for 10,000 U.S. employees, enhancing Exxon Mobil's position as a leader in employee satisfaction and retention. By leveraging data-driven decision-making, we increased hire acceptance rates from below 80% to over 85% and reduced attrition rates significantly. This initiative highlighted our commitment to creating a rewarding workplace environment, demonstrating the impact of effective compensation management on employee engagement and organizational loyalty.Our global perspective is critical as we crafted and implemented compensation strategies that respected the diversity of cultural and regulatory landscapes across eight countries. This required a sophisticated understanding of global HR practices, ensuring that our compensation and benefits packages were not only competitive but also tailored to meet the specific needs of our international workforce. By aligning our strategies with global best practices, we succeeded in enhancing employee satisfaction and compliance, reinforcing Exxon Mobil's reputation as an employer of choice in the global energy sector.A capstone of this assignment resulted in the Company requiring my expertise to develop and design a compensation approach related to a $60-billon dollar acquisition. This resulted in a design approved at the HR leadership level prior to broad execution and an acceptance rate of 90%, enabling successful integration.

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In my capacity as Director of Talent Mobility Design CoE from January 2021 to June 2023 at Exxon Mobil Corporation, I orchestrated a comprehensive evaluation and transformative redesign of mobility-related policies and programs, spanning three countries. This pivotal role placed me at the forefront of shaping innovative mobility strategies and establishing best practices that significantly influenced the Oil & Gas industry at large. My leadership was instrumental in leveraging cutting-edge insights from over fifteen leading companies, enhancing mobility approaches across the sector and setting new standards of excellence.My efforts in redefining global mobility practices were further recognized when I received the Benivo "Global Mobility Top 100 Rising Star" award. This accolade was a testament to our pioneering strategic partnership with AIRINC and my contribution to thought leadership in the global mobility space. It highlighted our team's success in forging pathways for strategic mobility and setting Exxon Mobil apart as a leader in cultivating a dynamic and globally mobile workforce.This period of my career was marked by a dedication to enhancing global mobility strategies, fostering strategic partnerships, and leading by example in the Oil & Gas sector. My work not only advanced Exxon Mobil's strategic objectives but also contributed to elevating industry standards, demonstrating a commitment to innovation, excellence, and the development of a forward-thinking, inclusive workplace culture.

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During this period, I navigated the complexities of project management, workforce planning, and financial modeling, facilitating global cross-functional collaboration. My role entailed engaging with business leaders across diverse departments, driving forward strategic planning and analysis. This comprehensive approach allowed me to present critical recommendations to the executive management, significantly influencing high-level decision-making and the formulation of effective cost-saving strategies.In the course of the challenging period of the 2020 oil cost crisis, I led a critical initiative to redesign redundancy programs across 10 countries. My efforts combined deep expertise in labor, international compensation, and strategic business partnering to devise fit-for-purpose solutions. This work was pivotal in aligning our HR strategies with the exigencies of the moment, ensuring the resilience and adaptability of our global workforce.In collaboration with my team, I was instrumental in developing and presenting innovative cost-saving strategies to the senior HR management. Our collective insights and visionary suggestions contributed to the realization of over $500 million in corporate savings. This achievement underscored the value of strategic HR interventions in navigating financial challenges and optimizing organizational efficiency.These experiences at Exxon Mobil Corporation have enriched my expertise in strategic HR management, particularly in the areas of workforce planning, financial strategy, and crisis management. My leadership in these initiatives not only delivered tangible cost savings and operational efficiencies but also reinforced the company's resilience in the face of global challenges. These endeavors highlight my commitment to excellence, strategic innovation, and the development of HR practices that support organizational goals and workforce well-being.

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A highlight of my tenure was the development and implementation of a visionary university recruiting strategy. By leading and mentoring a robust team of over 150 campus team leaders, we successfully positioned Exxon Mobil as the premier destination for emerging talent in the energy industry, as acknowledged by the prestigious Universum award for the #1 university employer in the Energy industry. In this role, I oversaw all talent acquisition strategies and initiatives for US region, leading team of 30 and managing $9M annual budget to achieve record hiring targets. I also navigated significant organizational changes, focusing on employee motivation and development, while engaging externally to deliver key presentations and host industry networking events. I also took the helm in spearheading the implementation of a comprehensive recruiting response to the COVID-19 pandemic for over 400 new hires and 600 interns. This initiative required a delicate balance between leveraging external market approaches and internal data analytics to provide sustainable and effective solutions to business clients. Our strategy ensured continuity and adaptability in our recruitment processes during unprecedented times.► Led talent acquisition team to meet unprecedented hiring goals, with 5,000 hires in 2019 to 2020, through strategic budget management and effective team leadership.► Delivered key recruiting presentation to 30+ Talent Acquisition leaders at Universum’s Global Advisory Meeting and partnered with Universum to organize best practices networking event for 40+ Oil & Gas recruiting managers.► Championed workforce reduction from 30 to 17 employees, exceeding cost-cutting targets during pandemic, by placing personnel in suitable roles across HR functions, maintaining operational targets despite reduced resources.

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Spearheaded design of national salary and benefits programs for 3,000+ employees across Azerbaijan, Kazakhstan, Russia, and UK, managing annual program scope exceeding $250 million. Influenced data-driven decision making in compensation and benefits, engaging with country and functional business leaders to drive sound strategies.► Pioneered UK affiliate's inaugural Gender Pay Gap report in response to new legislation, leading team in data analysis and insight generation, earning management and employee commendation for transparency and detail.► Led strategic initiative in Russia and UK, assessing compensation data for critical technical roles, yielding enhanced market competitiveness while adhering to country budgets.

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Key business leaders supported / exposure to: Department Head Executives (one level from CEO) / Head of HRBusiness partner with seat at table for 4 Corporate HQ Functions and Department Heads (Aviation, Strategic Planning, Investor Relations, Safety, 700+ employees); significant interaction with and exposure to senior executive leadershipSuccessfully delivered Senior Executive Processes (executive compensation, development and performance assessment)Led change management for activities related to supervisory effectiveness, talent management, and compensation planning

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Key business leaders supported / exposure to: Procurement Leadership Team Executives / Global Services HR Executive Supported the Global Procurement organization (portfolio of ~550 employees) in such areas as performance development, organizational effectiveness, competency development, expatriate guidance, and moreExecuted complex management of change for global reorganization (100+ employees), including:Development of plan/concept for future performance assessment, compensation treatment, and staffing initiativesCrafting of effective communications plan for release to supervisors and employees Performance and demographic analysis which enabled key stakeholder buy-inHuman Resources lead within cross-functional Inclusion & Diversity team that developed governance structure, strategies and implementation plan for inclusion and diversity program impacting a global organization covering 5,000+ employees

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Key business leaders supported / exposure to: Mechanical Department Head Executive / Refinery HR ManagerProvided proactive Labor Relations Management refinery (200+ employees)Bargaining Team Member: recorded detailed minutes during 2012 negotiations with the United Steel Workers Union (USW); organized and verified accuracy of proposals and counter-proposals; contributed to strategy discussionsStewarded and implement deliverables resulting from negotiations with the USW in timely manner (changes to wage rates/job ladders/collective bargaining agreement/supervisor training document, etc.)Lead Spokesperson for negotiations with the International Brotherhood of Electrical Workers Union (IBEW): developed Company proposals and spearheaded strategy meetings; received desired agreements for all 6 Company proposals and minimized Union changes to the CBA (side agreements for 2 of 6 Union proposals); received letter of recognition from Torrance Refinery ManagerTimely and accurate business intelligence enabled Site Management to reduce YTD overtime by 4% from August 2011 to March 2012, resulting in an OPEX savings of $200K (1% = $50K/month)Provided Mechanical Division Management with guidance on how to appropriately educate retirement-eligible employees on retirement options, resulting in 5 Wage retirements during 1Q12 and expected salaries/wages/benefits reduction of ~$450K Identified shift differential discrepancy within IBEW 12-hour Shift (contractual requirement versus payment practice), resulting in anticipated cost savings of $3KProcess Scheduling and Effects Bargaining Team Member: contributed to research, strategy discussions and recorded detailed minutes; Union-filed ULP withdrawn in part due to documentation provided to NRLB Moved eight Mechanical grievances to closure after receiving alignment from the Business, HR, Labor Law/CoE and Union; settled two other Mechanical grievances ahead of arbitrations, with settlement towards favor of company

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Key business leaders supported / exposure to: Geoscience Research VP & Leadership Team Executives / Site HR ManagerAnalyzed existing Upstream Research Company (URC) executive performance management process and presented recommendation for change to URC President, Vice-Presidents and Human Resources Manager; changes implemented during 2011, which resulted in process consistencies and efficiencies Prepared URC President for quarterly cross-affiliate staffing and development reviews; received positive feedback on level of detail and support providedStudied alcohol and drug (A&D) guidelines of several ExxonMobil affiliates and created case to align URC’s guidelines with rest of the corporation; crafted change management communications upon receiving approval from URC PresidentExamined upward feedback data for URC management and prepared report showcasing findings, challenges and potential solutionsUtilized SAP-based system to derive and evaluate diversity, attrition and hiring data trends; incorporated metric on supervisory experience for first-time into dashboard, which has led to a focus on management development focus for 2011Inspected URC’s Affirmative Action Program (AAP) data; presented results and action plans to URC senior executivesDirected harassment investigations from start to finish; tasks included creation of charter, interviewing of witnesses, analysis of quantitative data points, and communication of results and recommendations to managementDesigned structure for and led facilitation of three focus groups for new URC function; discussions enabled function to develop its vision and prioritiesProvided team and interpersonal effectiveness advice to supervisors, leading to improved organizational effectivenessCo-led supervisor and employee training sessions (performance management, harassment, A&D, etc.) Managed URC human resources’ Intranet site via MS FrontPage content management system (CMS)

Conducted an online audit that led to a more user-friendly Small Group Web siteResearched reasons for the increasing cost of health care and provided information to over 3,000 small business brokers; research helped brokers in their client retention effortsAssessed collateral materials, resulting in cost savings of $5,000 per year in collateral production, as well as a better understanding of the competitive landscape Collaborated with cross-functional team of 4 to create reference guides, brochures, flyers and cover letters; materials delivered on time and under-budgetDevised business case and strategy for customizable TV/radio advertising co-op programs

Managed strategy and wrote copy for email and direct mail campaigns for 5 divisions across USA and Canada; generated over 75,000 sales leads per yearPartnered with creative team to develop concepts and improve email template designs; increased click-through rates by 5%Worked with IT team to troubleshoot and solve technical issuesAnalyzed post-campaign data and provided recommendationsDirect Marketing/Marketing Intern, (6/03 - 7/04)Compiled and presented competitive research reports for 4 company divisions

Mba, Management

Bachelor Of Science, Advertising (Honors) And Marketing

B.Com, Accounting

Education record