Heading the Human Capital function of a listed Max group entity - Max India Limited. The role encompasses design and execution of people strategy across Max India and Antara Senior living. The role is to create a Senior Care brand which is unparalleled in the industry based on our Values of - Sevabhav, Responsible Action, Brilliance and Togetherness.At Antara Senior Care , I am responsible to create a high performance culture across all 3 businesses at Antara - Residences for Seniors, Assisted living Care Homes, Home care services and Health Care products.I lead a large team of 25+ HR professionals to drive business growth through 4 COEs within human capital function - talent selection, talent development and transformation, talent engagement and alignment and Talent retention. Have helped the Business grow by 10 X in last 3 years.

Internal Group Movement from Max Skill First where I was heading HR for the company to corporate role at Max India - Max Financial Services Limited. In the current role, at Max India I am heading HR for the holding companies and also heading HR for a group company - Antara Assisted Care. The role encompasses managing the PMS, Executive compensation, NRC (Nomination & Remuneration Committee), board governance and Talent processes at the corporate level for all the group companies under the Max Umbrella.

As the Head of HR function, was responsible for driving the People First Culture using our 4Cs of Employee Value Proposition - Career, Certification, Culture & Compensation.Closely worked with the CEO and Board of directors to create the Culture, Organization Design, Processes and Systems to impact the Bottom line and future growth of the Organization.Was instrumental in getting a Rank 5 in Great Places to Work in 2019-20.

As the head of human capital function, I am responsible to create a high performance culture across all 3 businesses at Antara - senior living, purukul and assisted care verticals. In last 24 months have been instrumental in setting the complete human capital function for Assisted care business including Policies, guiding frameworks, structures and systems to set the right ingredients to create a value driven culture. Institutionalised the People COE concept to have a very deep focus on Selection, transformation, alignment and retention of Talent which is the lifeline of the organisation.

As a part of Corporate HR team, handling the end to end Talent & leadership development processes for the Current & Emerging Leaders of the conglomerate.

As the regional HR lead, for the retail banking for entire North & east part of the country was responsible for the entire employee life-cycle management. Had a team size of 6 people to drive the people & change management processes to improve the efficiency and effectiveness of the sales workforce leading to higher sales productivity & lesser attrition. Some of the key initiatives handled were around:- Streamlined some of the basic process in HR- manpower requisition process, processes for onboarding, exit interview processes, R&R processes etc. - Streamlined the process of Leadership hiring to reduce the overall TAT & creating a pipeline of 25% buffer in order to meet future hiring needs. - Introduced the Competency based hiring process for the Branch leadership hiring to identify early success & early on-boarding of the BMs. - Launched the Potential assessment for all the "Manager of other" role employees to establish career paths for the next 3-4 years. - Capability enhancement of the Branch leadership on 2 aspects : 1. Culture building : This was established using the GPTW framework on building the culture of cohesiveness & collaboration in the branch environment. Trained more than 100 Branch Managers on this framework to create IDPs for each of them which were tracked and monitored on a monthly basis. 2. Hiring the RIGHT FIT: Rolled out the Targeted selection tool by DDI for all the 20 Area Mangers to establish the process of competency based hiring. Was also responsible for the overall team development & engagement for my team.

Handled multiple roles in a span of 3.5 years- HR lead for agency channels for North & East & Corporate OD role handling Talent selection, Talent management & Leadership development.  Talent Selection- Spearheaded a project to Identify behavioral competencies for selection & development of front line sales managers for 2 of the most prominent channels at KLI in collaboration with Hay Group. Designed training & auditing systems through COEs to link competencies with the recruitment process using Competency Based Interviewing (CBI) technique. Kirtpatrick Level 3 & 4 achieved through the process.  Productivity Enhancement: As a part of the Transformation Agenda of the organisation Implemented the Franklin Covey’s 4 Disciplines of Execution® program (4DX) as Zonal Coach leading to increase productivity of the frontline by 2.5 times and reduction in Attrition by 30%  Performance Management And Execution: Was a member of the core committee which designed the new automated Performance management using the Oracle Fusion platform for the entire organisation. Scope included - process design, various iterations on the Fusion platform, UATs, TTTs, EUTs & final roll-out.  Led the entire Performance cycle at corporate level- Goal setting basis the principles of 4DX and Annual appraisals for all the L6 (managerial cadre) and above for multiple sales channels. This involved Close collaboration & interaction with Business heads  Career Planning & Succession Management – Designed & implemented Talent management process using multiple approaches like - Development centers (DC) , 360 deg feedback, psychometric & cognitive tools, IDPs, talent review mechanism in line with the Leadership pipeline framework  Leadership development: Collaborated with Hay Group to understand the organisation culture & leadership styles for a selected set of Upper Mid-level managers (Top Talent) and led individual coaching for each of them.

Aurigene Discovery Technologies is a fully owned subsidiary of Dr. Reddy’s Limited. As a part of the HR function, have led a 3 member team to manage end to end HR processes for the R&D and manufacturing business with a special focus on Organisation Development and Compensation strategies.  Organisation Re-design: Worked on a long term project for the business using the Mercer Position Evaluation (IPE) methodology, to move to a Role Based Organisation. Scope included defining the Deliverables framework for each role, with well-defined weightages (Linked to KRAs), behavioral & functional competencies for each role & Defining the career tracks for the business.  Performance Management Framework: Revamped the PMS in line with the Role based organisation linking individual KRAs to deliverable framework  Introduced & implemented the concept of Cross functional Consensus meeting using Year End Scripts for each employee in order to arrive at final ratings. Led the Steering committee at the Business level to calibrate & arrive at Business related Bell curve for 800 employees & final promotion recommendations  Compensation Management: Partnered with Mercer Consulting to bench-mark the compensation for each of the 7 new roles & study industry trends. Designed the Compensation Framework (salary banding, job positioning, and percentile vs. job points) for the organisation, to ensure correct banding of roles & the right compensation based on role worth.  Partnered with the CFO & the Finance team for manpower budgeting to make provisions for the mid-year & year-end salary correction through comprehensive analysis of external market data. Modelled the entire Year end compensation exercise including Exec Compensation, based on performance reviews Designed, customized basis the roles & career streams & implemented the pay for performance framework by introducing Variable Pay for the organisation. Modelled the pay-out for FY 2010-11.

Was responsible for the Talent engagement & Development for one of the Technology (SI & IM) business. This included end to end HR for the business from On boarding, goal setting, performance evaluations, career planning, training, employee engagement & employee exits.

Was a part of the Organization Development team at the Moser Baer corporate office. Have handled 3 major responsibilities  Performance management System- Design and implementation Gallup Employee engagement survey and related initiatives Career planning and Succession management based on the Moser Baer Competency model for the Key High pots.

Joined L&T as a Management trainee & had an opportunity to work at both Corporate HR & Business HR. Spent 1.5 years with MIPD (The 2nd biggest business of L&T with manpower of 6000 employees & turnover of 2200 Cr.)  Was responsible for revamping some of the policies like - recruitment policy for engineering trainees, Sales incentive policy, Expatriate Policy for the employees deployed to China in line with the business needs. Was also responsible for the Training need identification, design of training calendar and collaboration with corporate L&D team & external vendors to facilitate competency based programs for MIPD. Designed & implemented the “E-MSc program” (conducted by Warwick University, London) in order to increase the retention of the Top talent employees.  Designed a Succession management framework for the critical positions based on the Mercer methodology of position clarification and evaluation.  As a part of leadership development, was responsible for designing & coordination of MDPs for middle & senior management & techno managerial programs for the GETs