Swarnendu Chatterjee Email and Phone Number

Services offered in HR & IR Consulting1. Talent acquisition – from sourcing of candidates to on-boarding – only undertaken if need arises while providing any other services given below2. Employee engagement and retention (attrition control)3. Designing and implementing performance management systems4. Training needs identification and skill gap analysis5. Designing suitable training and development programmes6. Implementation of training and development programmes through renowned trainers7. Organisational restructuring8. Handling people side of change management9. Organisational development (OD interventions)10. Designing, establishing and implementing HR processes and systems11. Aligning HR strategy with business objectives12. Compensation and benefits designing13. Pay-roll management14. Statutory compliance15. Leave and other benefits/perquisites management16. HR data base management and HRIS17. Succession planning18. Contract labour management19. General HR consulting20. IR consulting

Was responsible for two factories and four offices of the organisation as the head of people function of about 500 persons. Reported to the Managing Director and reported by 3 executives and 2 staff. Member of the Top Management team in the organization.Notable accomplishment :• Reduced the age-long practice of bonus payment @20% to 12%• No loss of man-hours or disruption of work till date in spite of presence of 3 hostile trade unions

Last worked in Edcons Exports (P) Ltd. Kolkata as Head-HR & IR, looking after the functions of HR, IR, Administration, Legal and IT. Also responsible for sister-concern Edcons Fashions (P) Ltd.Notable accomplishments :• Instituted Standard Operating Procedures (SOPs) for HR processes (recruitment,confirmation, transfer, attrition, retirement and pay-roll processes, and also for Training Needs Identification and evaluation of Training effectiveness)• Handled labour unrest over bonus payment and ensured return of normalcy within 24 hours• Initiated the process of manpower rationalisation through redeployment and systematic reduction of employees in various departments for achieving a leaner but more efficient organisation(concept of “more or at least same with less”). Reduced head-count by 25% and employee cost by 20% between March and December 2015• Successfully administered a BBSC based Performance Appraisal cycle• Established a formal channel for Employee Communications• Introduced a Management Trainee Scheme• Introduced a Recruitment Tracker for better control• Reduced Recruitment Turn Around Time (TAT) to 60 days• Facilitated restructuring of Costing, Materials and Logistics departments• Instituted SOPs for Statutory Compliance, Purchase Order issuance and closing (for non-production items), Gate Pass recording and Waste & Scrap Disposal systemand formulated scope of work for Security and Housekeeping agencies• Exerted strict administrative controls which ensured considerable reduction of administrative cost, thereby contributing to the bottom-line• Successfully handled SA8000 surveillance audit as Management Representative

Notable accomplishments :• Efficiently initiated Competency Mapping and Skill Mapping of blue collar employees in collaboration with RSDC (a GOI entity); introduced a Reverse Appraisal Process for feedback and Management Trainee Scheme in the organization• Imparted skill training for white collar employees as the base for restructuring two departments• Implemented changes in the manufacturing organisation structure with the objective of achieving TPM• Signed Long Term Settlement agreement with Permanent Workmen – D.A. Frozen; two Long Term Settlements with Casual Workers, and revised Permanent Workmen incentive scheme• Established Developmental Assessment Centre for enhancing competence of senior executive group in the organisation; also steered Assessment Centres for evaluating the candidates at the time of recruitment & promotion• Successfully conducted an On-line HR Climate Survey for understanding employee grievances and expectations• Effectively reduced recruitment turn-around time and non-productive hours by monitoring sickness and absenteeism rates• Holds the distinction of performing critical recruitments such as CFO, Head-Sales & Marketing, Head-Operations, Head-R&D, Manager-Production Planning• Performed a Fluctuation (Attrition) Analysisfor the last 3 years• Reviewed company HR policies and introduced systems & processes in alignment with HR development theory, methods, applicable laws and compliances• Led CFTs of HR/IR, OHSAS, CIM and member of various CFTs of Safety, ISO 9001, Fire Prevention, etc.• Performed fraud detection, investigation and introduced processes to mitigate risk• Received immense appreciation and accolades while presenting the company’s achievements in the Global HR Conference held in Berlin, the Business Unit HR Conference held in Manchester and the Asia HR Conference held in Singapore

Notable accomplishments :• Holds the merit of resolving charter of demands of Union (4 years’ tenure) within 7 months of expiry without any agitation or demonstration• Efficiently maintained congenial work atmosphere with no major IR issues/ stalemate/ problems aroused and no loss of man-hours• Served as core team member of team that set up the prestigious factory at Kharagpur, the largest of TIL• Effectively transferred unionised manpower between locations, functions and departments (as a part of the introduced job-rotation policy)• Efficiently implemented safety norms through formation of safety committee (a cross-functional team)

Notable accomplishment :• Prepared Responsibility-Activity Matrix and training calendars, re-defined job responsibilities, identified skill gaps and analysis of training needs

Notable accomplishment :• Formulated and implemented several HR policies & systems on compensation, performance appraisal, rewards & recognition, leave, incentive scheme, etc.

Notable accomplishments :• Created a career development template and HR manual (both on-line as well as paper-bound), generated an Organogram and designed compensation structure• Performed attrition control measures like one-to-one counselling sessions, periodic focus group discussions (FGD), “fun management”, etc., and introduced staff welfare measures, social security systems and legal compliance

Was responsible for setting up the HR department in the organisationGrowth Path:Aug’83 to Jul’87 Trainee (Service Department)Aug’87 to May’94 Field Engineer/ Sales EngineerJun’94 to Apr’96 HRD Officer (HR Department)Apr’96 to May’01 Assistant Manager-HRM