 Organizational Restructuring in light of a large merger integration. Drove Talent Integration, Selection process & Organization Design Implemented Infrastructure & Application Outsourcing globally to enhance operational efficiency  Redeployed associates upon successful completion of the ERP Program Collaborated in the design and implementation of Global Career Tracks  Drove Significant Change Management and Communication efforts in light of the significant organisational changes Graduated from Global Leadership Accelerator Program “Early Career Experience “ Recognized with HR Star & Project North Star award – FY 16

Compensation and BenefitsSimplified compensation structure.Designed and implemented a sales incentive program.Ensured that the Merit Increment strategy enabled BD to reward talent, keeping performance levels and external pay practices in mindCollaborated with Mercer India for a detailed job mapping exercise and ensured availability of best market dataPrepared and submitted a proposal for a new banding structure for the organizationOperational Excellence and Talent AcquisitionCustomized and implemented the Gallup program in India; achieved 99.9% participation, trained managers to drive the action plan, and introduced Gallup engagement diaries Played key role in establishing HR best practices and the Gallup program in BD Middle East; initiated processes for talent acquisition and management, and business partnershipHeaded talent acquisition, including strategic hiring, and streamlined the recruitment process; added over 20 channel partners across India and recruited over 200 personnel in 2 years.Mobilized various cost-effective sources to drive the leadership and talent pipeline, which led to significant savings for the organizationProvided leadership to the HR operations team, and drove process excellence through standardization, streamlining systems and preparing clear documentation and SLAsBusiness Partnership and Talent ManagementDeveloped knowledge and acumen to partner with business leaders in strategic decisions; ensured senior leadership participation in managing talent and engagement with associates.Facilitated capability building and rigorous execution of all talent management processes including career and succession planning, providing relevant experience and exposure, assessing potential, retention matrix, and talent depth analysisParticipated in 2 divestment's, which provided exposure to the complexities and implementation of M&A activities at country levelMember of Extended Leadership Team since 2011.

Rolled out and managed HR policies for talent acquisition, PMS, and exits. Imparted relevant training to all line managers across India. Assisted consultants in benchmarking external and internal roles and in validating job profiles. Drove changes through contingent workforce management, reward and recognition programs for outsourced employees, defining organizational structure and establishing a code of conduct for vendors. Conducted a head count rationalization exercise across the organization to arrive at an ideal figure; identified problem areas and reduced head count by 70%, which resulted in significant savings on CTC  Consolidated number of vendors and brought figure down by 90%; facilitated physical transition of outsourced employees on to payrolls of vendors Manager - Employee Relations (North and East India) Managed employee engagement and conducted visits to branches across the region for HR one-on-one sessions. Organized skip level meetings, and Area Manager and Branch meetings to ensure transfer of knowledge and interaction with leaders. Ensured resolution of queries within TAT and liaised with corporate HR to resolve problems. Handled exit interviews to retain employees, capture information and facilitate reporting. Handled performance and employee lifecycle management, and tracked goal sheets, midyear reviews and EMS closures for all employees; ensured all employee movements as per the Session C Gathered information about employment history and maintained performance sheets to map career paths; ensured smooth onboarding and facilitated e-HR penetration

Established a formal HR department for the company. Laid the foundation by organizing corporate restructuring, mapping out designations, preparing organization charts for all departments, and developing policies and procedures to support the expansion of the business.  Drafted policies and procedures, including the HR manual, the induction manual, and a Code of Conduct manual Devised and conducted training programs on soft skills and on new policies to build awareness and knowledge of each individual’s role, from top management to trainees  Led talent acquisition activities to support business expansion across India, and managed employee counseling and grievance resolution sessions

Served as prime point of contact between SCB Taiwan (HR) and HR SSC, and developed a close rapport to understand concerns and expectations. For the HR transformation initiative, migrated HR activities (HRAS) from Standard Chartered Bank - Taiwan to Scope International - Chennai. Ensured adherence to quality metrics and SLAs, and drove change management to overcome language barriers. Mapped SCB Taiwan’s local HR processes and aligned them with the bank’s global practices; studied and understood cross-cultural issues and provided proactive solutions Conducted training and development programs for HR personnel in Taiwan, and trained the line managers on various functionalities of PeopleSoft Managed daily routine issues for SCB Japan HR and SCB Korea HR