Santhosh Ramdas Mullath (Veteran) Email & Phone Number

Bangalore Urban, Karnataka, India

Collaborating with Business Leaders to understand strategic business objectives and formulating HR strategies to meet current and future employee engagement and talent management needs. ✪ Analysing the HR processes, streamlining systems, focusing on improving processes to promote reliability, increase simplicity & enable scalable growth through alignment of organizational processes, systems & culture ✪ Guiding the integrated workforce management, strategic & operational demand management, workforce planning, talent acquisition, on-boarding, skill management, learning and so on ✪ Partnering with leadership teams for driving key organization wide strategic projects such as performance management system, competency model and designing & implementing OD strategy to drive change efforts for superior business results ✪ Supervising the entire gamut of business planning, driving strategic initiatives, operational planning & analysis using extensive appropriate techniques ✪ Upgrading the process & systems by creating strategy, developing process roadmap, working with process owners & service providers to identify service solutions and continuous improvement opportunities ✪ Identifying business operational opportunities to improve team performance via operational solutions, increased efficiency, and / or reduced costs ✪ Building credibility, establishing rapport and maintaining communication with parties at multiple levels, including those external to the organization ✪ Impacting organization’s profitability through effective strategic and tactical management decisions

Bangalore

✪ Created & assessed an internal Performance Management System that incorporates elements of Balanced Scorecard (BSC) & Performance Objective approaches, securing support from Business Heads & Departmental Managers ✪ Established, organized, and oversaw HR functions from the ground up, with a strong emphasis on strategy, alignment, skill enhancement, performance management, and overall HR effectiveness

Bangalore

As the head of Pan India, I led HR and administrative teams to improve manufacturing, sales, and employee engagement. I re-engineered HR processes, launched recruiting and development programs. I achieved business goals and increased productivity. I led all HR functions to increase manufacturing effectiveness and productivity, sales and distribution, and other sales channels. I launched recruiting and new hire onboarding and integration, in addition to conceiving and implementing employee development and reward programs. I over saw the operations and results of a 12-person team of HR professionals and an 8-member administrative team. I achieved alignment of the HR functions with key business goals by re-engineering corporate HR processes, resulting in an HR structure that drove maximum efficiencies, resiliency, and employee engagement. I successfully achieved the goals of increasing manufacturing effectiveness, including greater productivity as evidenced by bringing man-machine ratios closer to industrial norms as a result of machine training.Other major achievements include:✪Greater sales team effectiveness due to the design and implementation of a transparent incentive program.✪Successful hiring of talented employees with the implementation of consistent hiring practices, including interviews at all employee levels and executives.✪Developed individual efficiency drivers based on KPIs to assess achievement of targets.✪Cost savings due to right sized the HR organization with proper skills in alignment with business growth plans.

Bangalore

I served as the HR Leader for India, Turkey, and Jordan. I was nominated for the director position in India. A key function included the expansion of my role from a single vertical into a multi-vertical role. I successfully forged relationships and aligned geographies, accommodating cultures. One of my key accomplishments was the implementation of change management principles in successfully aligning a performance culture with Winston Salem, NC, USA and ROH, Bangkok. I conducted strategic HR interventions, continually improving and streamlining existing systems and bridging processes. In addition, I aligned these systems of geographically disperse organizations, while at the same time embracing a regional perspective.During this time, I became a DDI trainer conducting sessions for mid to senior level management. I implemented grade and pay parity with Mercer survey data, generating key leadership buy-in. In addition, I launched strategic HR processes, including organizational structure achieving efficiencies, cost effectiveness, and process improvements. My major accomplishments included:✪Single-handedly delivering on-time and on-budget an operational start-up for Jordan, including conceived and launched HR functions such as performance management, hiring methodology, organizational design, skill development, and culture.✪Closing the Turkish office involved managing employee terminations, including extensive communications, resulting in indemnifying the company of legal or employee related issues.✪Revised HR policies and processes for the Philippines, bringing into alignment with business and HR strategy.✪As a result of a timely salary survey for HBI India, including benchmarking, compensation, and benefits, adjusted compensation with standard norms.

Bangalore

Served as a member of HR Ops Pan India for lifestyle vertical, growing into a People Enterprise operation within 6 months, I boosted productivity due to innovation, impacting all business verticals pan India. I developed blue prints for employee engagement and led the operationalization of employee engagement initiative. In addition, I engaged key business leaders through frequent communications, employing change management principles to increase participation. Several of my key accomplishments include:✪Tailored and streamlined operational HR processes for India, reflecting alignment around operations, at the same time maintaining regional requirements.✪Responded to an HR audit and achieved compliance in all areas.✪Introduced interactive learning based on Training Need Identified (TNI).

Bangalore

As the Group HR Lead – handled two Businnesses and three factories encompassing a total head count of 1800. Reported into the Directors / Owner managers.Milestones:• Set up the Yarn and fabric factory at Nelmangala and the Garment factory at Peenya • Restructured the Compensation Matrix for the group• Formulated the Appraisal System based on MBO, evaluated through a partial balanced score card method for the group• Successfully negotiated and completed a first ever labour union settlement for the organization• Rolled-out comprehensive HR policies for the group• Established and streamlined Recruitment, Communication and Retention strategies

Bangalore

Heading the HR for Arvind Exports – handled the Corporate Office and four factories encompassing a total head count of 1500. Reported into CEO, Export Division. I was the HRBP for the exports divisionMilestones:• Key member in setting up corporate functions at Bangalore and also establishing the biggest manufacturing unit for the group in a short span of 6 months• Implemented systems, procedures and policies in line with international brands compliance standards that also balanced the needs of different businesses and locations• Successfully designed and implemented an OD Program ‘Target 2 Lakhs’

Bhiwadi - Rajasthan

Responsible for Plant HR, ER & IR functions. Handled campus recruitment, training, employee communication, welfare activities, GESOPS roll out and execution. Was an integral part of the health and safety council. Milestones:• Conducted ‘Employee Opinion Survey’ with a whopping success of 90% participation• Formalised the action plan for the areas of concern identified from the survey • Carried out Compensation Surveys that would from the basis for new salary structures • Was part of the Acquisition and integration of the plant by Gillette

Mumbai, Jammu & Kashmir, Delhi

Served as the Battery 2IC and also the Adjutant, portfolios that have a core emphasis on man management, training, evaluation and promotions and discipline. The minimum strength of one regiment is 700 jawans.Milestones:Commendation Card by the GOC - N – C Northern Command for meritorious service in the face of the enemy, on the Siachin GlacierOne of the five Officers involved in the testing and commissioning of the indigenously built (BEL) Long Range Tactical Radar.

Pgd, Post Graduate Diploma In Personal Management & Ir, A

Bachelor Of Science (B.Sc.), Science, 1St Div

Activities and Societies: Master of Ceremony NSS Group Lead