Soni Basi, Ph.D. Email & Phone Number

New York, Ny, Us

New York, New York, United States

Currently, I am advising companies on their strategic growth agendas while writing a book. Here's a glimpse into what I’ve been focused on recently:--Assessing the CHRO role & HR Function for one of the top fine arts museums; providing a strategic plan for the future --Advising an HR Technology company on platform growth, marketing, and sales, guiding them toward a successful buyout (May to present).--Leading the Strategy Taskforce for Jobs for America's Graduates, a storied nonprofit celebrating 40+ years, where I’m working closely with the CEO and Board of Directors (comprising company leaders, state governors, and officials) to shape its future trajectory (June to present)In parallel, I’m writing a book with the working title of 'Value Me: The New Playbook for Recognition and Motivation at Work' —stay tuned for more details soon!

I serve alongside State Governors, Senators and Business Leaders in my role on the Board of Directors for Jobs for America's Graduates (JAG). JAG serves over 80,000 students a year and continues to grow its impact of having served over 1M students in the US. To reach the goal of serving as many students in need as possible across the United States, I Chair the Strategy Task Force. JAG's Mission: Empower our nation's young people with the skills and support to succeed in education, employment, and life.

New York, New York, United States

Board Secretary for Non Profit Startup

I am pleased to be a co-founder of The Shine Collective, a non-profit organization.We’re revolutionizing the workforce by giving talented High School Graduates from underserved communities the chance to shine in professional roles at partner companies that advocate for equity, inclusion and diversity.

BullseyeEngagement is a leading provider of cloud-based human capital management software solutions that foster a culture of coaching and mentoring to stimulate employee engagement.Bullseye's solutions enable and support current trends in employee engagement and talent development. The Hire-to-Retire modular system includes Continuous Employee Feedback, Succession Planning, Continuous Performance Management, Goals & Alignment, Engagement Measurements, Insights & Analytics, Rewards & Recognition, and more.http://www.bullseyeengagement.com

Nyc

I led a team of appx 200 People Team members globally at Edelman, a 1B firm with 6,500 employees globally, a storied 70+ year-old organization, well-known as the House of Trust, and home to the world's best storytellers, creative talent, and PR expertise. Joining Edelman allowed me to transform the function, creating many of the company's 'firsts' globally to professionalize the 70 year old independently run company: A One People Team focused on a common People Strategy & rallying cryThe first talent management & succession planning processThe first presentations by the function to the BoardThe first EVPThe first performance management process; first time tied to merit & bonusThe first Total Rewards functionThe first Talent Acquisition functionThe first Workday implementationThe first My Edelman Career approachThe first in a series of policies and processes to manage organizational risk ... And more, while creating space for diversity, equity, inclusion, and belonging of our people. This level of transformation in two years was fundamental to the continued success of the organization and I was proud to lead the People Team and US Resource Management Team.

New Jersey, United States

JAG is the nation’s largest dropout prevention and recovery program serving young adults ages 12-24 since 1980. I have been honored to serve on the JAG New Jersey Advisory Board.

New York, New York, United States

When I joined AIG in 2020 to lead appx 100 people globally, it was a Fortune 100 company, one of the most formidable insurance companies in the world, going through a CEO transition, and emerging from the financial crisis. It is currently a 50B+ market cap.The role of AIG"s first Global Head of Talent was critical to this transformation:Transformation to functioning with greater controlTransformation to allow for growthTransformation of the CEO officeTransformation of the business to divest a business & focus on the coreTransformation to partnerships to bolster growthAnd so much more...The role I shaped with my over 100 team members globally was marked by creating a model of 'One' for people globally to align, to create a common voice for AIG talent who had found themselves in siloed parts of the business, to shape a global talent pool that could be deployed across our businesses and geographies. I focused my years on simplification to create a common voice. A globally streamlined performance management processA globally streamlined talent management processA globally streamlined succession planning process for the CEO and BoardA globally streamlined ELT and CEO KPI / Performance process for the BoardA globally streamlined Careers approachA globally streamlined Early Careers approachA globally streamlined Executive Search approach focused on Diverse Executive SearchA globally streamlined Talent Acquisition approach with embedded metrics for DEI A globally streamlined DEIB strategyAnd more initiatives that drew attention to the strength of AIG's talent, to it's future growth, and to the goals of the transformation.

Greater New York City Area

Allergan plc (AGN), headquartered in Dublin, Ireland, a $16B company which was home to 20,000 employees around the world, was a unique, global pharmaceutical company and leader in a new industry model – Growth Pharma. Prior to its acquisition by AbbVie, Allergan was focused on developing, manufacturing and commercializing innovative branded pharmaceuticals, high-quality generic and over-the-counter medicines and biologic products for patients around the world. I joined the organization to lead over 35 colleagues & two RPOs following a failed attempt by Pfizer to acquire Allergan; during this time of due-diligence, the company's focus on people had become a lower priority. Following the news that the merger would not be completed, I was brought on as the Global Head of Talent to build how we Attracted, Developed, and Engaged our People globally. I shaped the strategic end-to-end Global Talent agenda, and created innovative, cutting edge programs that inspired candidates to join our organization and our colleagues to develop and contribute in strong ways. My globally dispersed team of 35 employees + two Recruitment Process Outsource (RPO) partners, was instrumental in...--Filling appx 4,500 requisitions per year globally--Creating bespoke learning and development programs to build skills--Launching My Allergan Career, a full suite of tools that link learning, performance, development, and career growth (award winning work)--Providing a leadership skills framework that is simple but strong--Talent and succession planning that is meaningfully implemented & reported regularly to the Board of Directors--Raising the bar on inclusion and diversity, with regular reporting of our successes to the Board of Directors--Supporting and enabling a 'Bold for Life' culture through all colleague survey & other initiativesAnd more...Allergan was a no-nonsense, low bureaucracy, entrepreneurial and dynamic organization.

Greater New York City Area

At The Estee Lauder Companies, I had the opportunity to work for a company steeped in rich culture, heritage, on the leading edge of beauty.I built many of the company's global Talent programs for our over 30 brands and 40,000 employees. I led Global Onboarding, Careers, Competencies, Learning/Development, Assignments, Performance Management, Talent Management, and talent technology.Under my leadership, the company had its first ever global performance management process (including calibration, performance improvement, and a distribution alignment discussion with the CEO). In addition, I standardized and globalized the Talent Management processes, which include over 6,000 employees. This process culminates yearly with the CEO's review of organizational talent and facilitates talent movement and development.Real Talk, a manager capability program is deep and intense, it builds managers from the inside out over a 12-week period. This, along with many other learning programs is a hallmark for how Estee Lauder Companies leads in the learning space.The Assignments program I had an opportunity to build is unique, tapping into internal talent for interesting short-term assignments. These are just a few of the amazing areas that I had a chance to lead here. I have shared my leading ideas and programs at:Corporate Executive Board (2016) - Advisory Member of Talent PracticeChief Learning Officer Annual Meeting (2015) - On Performance ManagementALTD NY (2015) - Panelist at Google Inc. on Performance ManagementHuman Capital Institute (2014) - A Senior Practioner Workshop on Leading Talent During a Digital AgeHuman Capital Institute (2014) - A Webinar on Learning for a New GenerationStrategic Internal Communications (2014) - A Presentation on Marketing Performance Management

Greater New York City Area

Ignite Knowledge Partners LLC was my venture into boutique consulting in Learning & Talent. Taking the leap to work for myself allowed me to apply creativity and expertise in new ways, partnering with senior HR leaders on Global Learning & Development, Organizational Effectiveness, and HR initiatives.One key client was Sanofi-Aventis, where I collaborated with the HR Business Partner for Global Oncology. As the business relocated to Cambridge, I helped design and implement New Leader Assimilation, Culture Change, Talent Management, and HiPO Mentoring programs, navigating the unique challenges of a startup environment in a global organization.

Greater New York City Area

At Schering-Plough, a $18.5B company with over 55,000 employees, I led Global Learning and Development, aligning culture, leadership, and learning with the company’s strategic Action Agenda. I spearheaded initiatives for M&A activities, including a Global Organization Design approach to merge two companies’ talent, led cultural integration for 55,000 employees, and implemented a global Change Management philosophy. I also developed the Global Behavioral Competency Framework, linking it to Talent and Total Rewards, and created the Schering-Plough Corporate University, providing collaboration across the business, one system, thought leadership and day-to-day management.

Greater Chicago Area

At ISR (now part of Willis Towers Watson), my journey into culture, data analytics, and employee engagement began during a one-year Ph.D. internship and evolved into an six-year leadership role. I worked closely with C-level executives, defining cultural barriers and enhancing employee engagement long before it became a mainstream concept. As a thought leader, I co-led a team of consultants, advising Fortune and Global 500 clients on culture, organizational alignment, and leadership. I regularly presented to CEOs and Boards, developing custom, data-driven surveys and assessments to remove cultural obstacles and improve performance.Key clients included MetLife, RBC Financial Group, Chevron, Brunswick Bowling & Billiards, Wm Wrigley Jr. Co., Tribune Companies, Unilever, and Interbake Foods

Ph.D, Social Psychology

Bowling Green State University has a leading Psychology department; not only are the academics strong, but so too are the personal.

Ba, Honors, Psychology

Activities and Societies: President of Psi-ChiHonors in Psychology... While at UCF, I published my first peer-reviewed journal article.