Group CHRO for all 4 Manufacturing businesses Verticals and Education Business in India, responsible for Entire Gamut of HR & ER- Corporate and Plants.

Key member of the leadership team, brought in to lead the development and reorganization of Revolt’s organizational structure & capabilities bringing in cultural change, policies change, stability, enable talent attraction and reduce attrition to support business aspirations.

Chosen to lead the People Function for Highway Industries to drive change across the performance and people culture by developing and implementing a structured Performance Management System across the organization moving away from the egalitarian increment system to a one focused on meritocracy and differentiated increments. Upgrade various HR policies and practices for Talent attraction and retention in both staff and workers.Refer the link to see Linkedin post on key accomplishments of 1 year completion milestone. http://bit.ly/3SgCHSbhttps://www.linkedin.com/posts/sharadjain-hr_workmilestone-culture-chro-activity-7028696637048774657-rTbK/?utm_source=share&utm_medium=member_desktop• Championed Introduction of Performance Management Process - with an Annual Business Planning (ABP), KRA and Differentiated Performance Excellence Management System (PEMS) and transformed performance Culture, Financial reporting with Business Unit approach, led the Leadership Mid Term Planning for 2X Revenue growth plan, key Metrics targets for up to 10X improvements and turnaround of a large unit in EBITDA at Highway Industries.• Restructured the compensation policy to attract and retain talent at lower cost to company, more in-hand salary for employees, tax efficiency, administrative ease & automation and legal de-risking at Highway Industries.• Focused on young talent, cutting edge talent recruitment and development as important factors to make the organization future ready with Campus Hiring policy, Internship policy and Differentiated tracks promotion policy• Championed key organizational initiatives including Management Townhall, “Grow Highway, Grow Yourself”, Behavioural Trainings Launch, NDA, Learning Saturdays, Role based Organisation Structure to improve employee engagement and morale• Championed unique employee experience through Flexi Corporate NPS, claims automation/elimination, Contributory Death fund, “Nidhi Aapke Nikat 2.0” EPFO session, Attendance Policy

1. Training Module Design with audience analysis & Delivery (Hybrid mode)2. Strategic HR Consulting Projects for SMEs, Client Meeting with Partners/Directors

Job Rotation to Gurgaon Plant as DGM-HR to support the company’s strategic Mid Term plans and enhance employee engagement and relations for future growth plans amid Union IR situations. Later promoted as GM-HR in 2018 with additional responsibility for Dharuhera plant with combined workforce of 14000.• Facilitated the internal transfer for 31 talents of 4 plants to the 6th plant, supported by a career development framework; saving INR 26 million in talent acquisition costs at Hero MotoCorp.• Enabled Gurgaon plant to get high score in Great Places to Work (GPTW) Employee Engagement survey by driving Organizational development (OD) interventions • Saved INR 57 million in costs by initiating Hiring Freeze and optimization of staff during a period of downturn at Hero.• Led Learning Centre establishment and Alternate Manpower Model (ASDC Trainees) deployment in Gurgaon plant for ER de-risking and recurring cost saving of INR 11 million/annum at Hero MotoCorp.• Boosted employee morale by enabling promoting 8 internal members for senior leadership positions; created education policies and high potential leadership development (VLFM program) to groom them for the next level at Hero MotoCorp.• Navigated HR systems upscaling including SuccessFactors cloud modules, Hay Job Descriptions, Compa Ratio & Range penetration data based Annual Compensation review system, 9 grid Talent Review Mapping & Succession planning, Assessment & Development centers, Recognition platforms, Hyphen- Employee Connect App and Individual Development Plans (IDPs), Diversity Initiatives (Daycare, Policy and Infrastructure changes, POSH and Inclusion sessions) for the plant.• Enhanced Employee Engagement by introducing new Indoor games, revitalizing annual multi-outdoor sports competitions via ‘Khelotsav’, Quizzing culture through Brainbout, NHRD quiz, Quizzing Club, 6 Thematic CFTs, Antakshari, contractual workers trainings, digitized workers’ appraisals

Groomed in progressive roles with accountability for leading evolving people interventions. Drive the talent agenda to support successful rollout and execution of several key initiatives and programs across the organization in the backdrop of de-merger from the Honda JV.• Driven people programs, supported by performance management system changes, specialized learning and development programs, Hero Universe (Quarterly newsletter), Co-Created greenfield Haridwar plant’s Organization Design, Assessment Centre for transfer selections, deployed new joiners Induction program• Co-Strategized, designed, and implemented the Hero’s “Saksham” Leadership Competency Framework with Korn & Ferry, delivered training content for 200+ Middle Management employees on same. • Designed and launched an innovative Induction Program for GETs with “Job-Interest-Strength” fitment model with a focus on “Job Simulation” and “On-The-Job-Projects” (OTJP); drove 40% retention of GET’s and enhanced Hero’s campus brand appeal.• Co-Strategized and deployed SAP- ELS “Enterprise Learning Solution” and its interlinkage with SAP- PMS and other HR modules to ensure HR digitalization readiness for Hero’s Capacity Growth strategy.• Engineered various developmental interventions and achieved training results, contributing in Hero securing coveted Global JIPM TPM Excellence awards for 2 plants, ET Now talent & Leadership award.• Co-Created a comprehensive Organisation development (OD) program- “Inside the Door” for 1500 new joiner workers and 50 staff of new Expansion plant that created more engaged workforce and Manufacturing Excellence culture.• Curated and implemented 2 weeks’ comprehensive induction module for 2000 new-joiners covering behavioural, domain, safety, Shopfloor excellence modules• Up-levelled the performance of 800+ employees by designing best-in-class solutions for talent recruitment, leadership development, and skill-building across various fundamental competencies