I have joined Innovatiview, a leader in security systems services, to drive innovative people practices for rapid and sustainable growth

In the past four years, as Vice President of HR at Everest Group, I transformed the HR strategy, implementing streamlined processes throughout the employee lifecycle. Highlights of my achievements include:• Hiring: Successfully revamped the hiring process, enhancing efficiency and focusing on premium human capital. Grew the firm from 200 to 450+ employees, optimizing lateral recruitment, expanding campus outreach, and introducing automation via ATS.• Talent Management: Implemented competency-based performance reviews, Talent Review, Skip-level Feedback, and Business Dashboards. Established pre-onboarding programs for campus hires, ensuring faster productivity.• Total Rewards: Led benchmarking studies and implemented changes based on findings. Introduced "Total Rewards Statements" for effective communication. Implemented yearly merit increases and bonus cycles, ensuring pay equity.• Employee Experience and HR Operations: Implemented SOPs, insurance sign-ups, compliance management, HRMS oversight, and SLA-based people queries resolution. Launched various learning programs, digitalized learning operations, and conducted people manager training.• Culture: Fostered a vibrant work culture through annual events, offsites, global festivals, sports tournaments, and mental health & wellness initiatives, reflected in high Pulse scores on employee engagement.• Special Projects: Led a global Diversity, Equity, Inclusion, Belonging (DEIB) project, published charter statement, and initiated initiatives in gender, sexual orientation, and ethnicity. Led industry benchmarking for Performance Management Systems (PMS) and contributed to articulating and launching the Employee Value Proposition (EVP) for the organization. These diverse projects allowed me to expand my expertise and contribute significantly to the organization's growth and transformation.

From Network18, Mumbai, I came back to Delhi for pressing personal reasons and joined a media organization where I did not see a compatible cultural fitment. I left it early to do something more meaningful.I have an interest in teaching and mentoring and want to experiment. I accepted an operations, teaching, and mentoring role in the education and test preparation sector. It was a rich learning experience and opened my eyes wide. I carry lifelong learning from it.

I headed the HR function for fast-growing and rapidly evolving digital businesses at Network18. These included industry-leading media properties: Moneycontrol, Firstpost, and News18 (English and vernacular). The span of impact included 1000+ people in Sales, Product, Editorial, and Technology functions.Working closely and collaboratively with 10+ senior stakeholders (CXOs, business Heads, editorial Heads), the HR team and I planned and drove the HR agenda in sync with business strategy.I helped create the right organizational design and structure by (re)aligning roles and responsibilities for the leaders and their teams. We streamlined processes and systems around organizational structure, talent acquisition, sales incentives, and goal setting, thus making our employee experience better one step each day.

In a 5-year tenure, I led HR business partnering for 4 businesses in digital media and mobile internet, managing 800+ employees in technology, product, and editorial roles. I served as an HR strategist, ensuring seamless operations and a vibrant company culture. My achievements include:• Business Enablement: Coached leaders, resolved people/team issues, controlled attrition, and aligned market-facing designations, enhancing business efficiency.• Talent Acquisition: Managed end-to-end staffing, focusing on innovative sourcing and selection processes. Implemented analytics for process improvement.• People Engagement: Established effective communication channels, knowledge-sharing platforms, and team-bonding initiatives. Launched all-hands meetings and ET Gurukul. Achieved high employee satisfaction (88.7%) and positive culture feedback (72.8%).• Employee Relations: Proactively resolved queries, educated employees on policies, and infused energy through HR helpdesk, regional connect programs, and engaging events.• Onboarding: Enhanced onboarding experiences, introducing business-specific inductions, booster sessions, and jumpstart boot camps for new employees.• Learning & Development: Identified training needs, deployed programs, and facilitated diverse learning experiences, blending serious learning with fun activities.• Talent Management: Implemented probation/confirmation processes, performance management systems, and differentiated reward structures.

I led HR for the north zone covering 600+ employees in 6 telecom circles and led a 6-member HR team to deliver upon: - • HR processes/systems related to workforce deployment, employee movements, career pathing, and performance management.• Employee counseling related to performance concerns and disciplinary matters.• Decision-making about policy issues and their interpretation.

This experience has a special place because I got exposed to manufacturing units and how corporate and plant personnel can work together to achieve shared goals.In my journey with Moser Baer, I accomplished the following results: -• Hiring 350+ people for multiple roles across plants and corporate. Launched recruitment policy, set up analytics on time-to-offer, cost-per-hire, and customer satisfaction, and introduced psychometrics on DISC & SHL.• Gallup engagement survey for 3000+ associates covering workmen, staff, and executives. The work involved database creation, employee orientation, communication campaigns, survey launch, and implementation of action plans.• Corporate management trainee scheme by initiating campus connect, selection, and onboarding. The new hires were deployed across different businesses and manufacturing units. One of them won “Employee of the Year” which was incredible.• HR business partner for the hydro-power business of Moser Baer and worked with the CEO to set up the core team, address unique HR needs (Hardship Allowance policy), drive engagement measures and action plans, implement a balanced scorecard for the performance management system, and create a culture of appreciation and rewards.• Attrition analysis at the group level across plants, corporate, and sales offices, and implemented policies for reduction.• Antecedent verification process for all new hires in plants, corporate, and sales offices by conducting detailed pre-employment reference checks about their political affinity, social background, and verification of work experience and education. This was critical to ensure a congenial and healthy working atmosphere in the plants.

In my stint with HCL Technologies, I accomplished the following results:• Automation of HR systems to bring in desired efficiency and control. I automated HR processes related to leave and transfer systems for different geographies. I developed functional requirements, worked with the engineering team for application development and deployment, and launched communication/demo for user awareness and system stabilization.• Sales incentive scheme for onsite sales personnel. Working with country heads, I owned the project's entire life cycle, including creating bonus plans, accurate and timely assessments with finance teams, communicating with leaders, and resolving differences of opinion. We covered 150+ sales leaders across 6 geographies with differentiated plans, continuously evolving as the organization strategy took shape.

I developed a Standard Skill Matrix Model for Operating Engineers by studying the work practices of three group companies in Chennai. Interacting with Operating Engineers, administering structured questionnaires to them, assessing their skill levels, and interviewing managers, we developed the model implemented in the Arvin Meritor Plant at Chennai. Based on the project results, I was offered a Pre-Placement offer by the organization.