Kiran Vs Email & Phone Number

Hyderabad, In

Pune, Maharashtra, In

360 degrees of HR: As Global Head of HR Transformation, Kiran manages multiple portfolios, including strategic initiatives (awards and recognition, employer branding, and people engagement), performance management, HR technology, mental wellness, and core business support (mergers, acquisitions, and post-merger integration). He serves as a key trusted partner to the leadership, and advises core teams like branding, diversity, internal communications, learning, and marketing on important subjects.Kiran upkeeps Tech Mahindra’s position as an employer of choice through awards, certifications, and recognitions. Through employer branding, he ensures a strong image for Tech Mahindra. He manages the global performance management system, ensuring fair, timely and adequate growth and rewards for all. He also leads the annual MCARES survey: under his leadership, Tech Mahindra earned its highest score ever in history last year. Last year, Kiran led the proliferation of Rise, a Mahindra Group-wide rebranding exercise and engaged people on the brand’s purpose and values in 30+ creative ways.Kiran leads HR Labs, an experiential HR digitization laboratory at Tech Mahindra that experiments with new HR trends and technologies, creating more personalized, human experiences for people. Over the years, the Labs have released products like humanoids, chatbots, and metaverse experiences. Another aspect of Labs is HR Analytics where Kiran advises Tech Mahindra on diverse subjects using strategy, research and analytics using data – a model for predicting attrition, an AI tool for drafting better emails, technology-driven mental wellness initiatives are top examples.Kiran ensures smooth operational, cultural and brand integration of merged and acquired companies with Tech Mahindra. He creates value through impactful HR solutions during large deal pursuits. He ensures that when new companies get added to Tech Mahindra, their cultures also add – and not just only blend in.

Pune, Maharashtra, In

Enhancing benefits, perfecting costs, creating value: As Head of International Compensation and Benefits, Kiran managed 60+ countries outside India. He studied market trends, did comprehensive analyses of data, and developed new compensation and benefits plans that eventually led to a reduction in turnover, and an increase in people satisfaction. He reviewed contracts with vendors to work out better benefits for people, and included components like healthcare, retirement, and wellness – while ensuring necessary compliances. Kiran also improved the salary review process, ensuring fair pay to people based on performance, market data and internal equity. He was also responsible for designing, articulating, and effectively communicating differentiated benefits, contributing to overall people engagement.Later, as Global Head of Compensation & Benefits, Kiran developed and implemented a comprehensive strategy aligned with the goals of Tech Mahindra, resulting in improved engagement, retention, and satisfaction. In the following years, he led a cross-functional team that created programs to improve accountability and transparency. These included a pay-to-performance program that aligned executive pay with business performance and outcomes, an equity-based program aligning incentives with the company’s long-term growth and profitability, and a new total rewards program that included compensation, benefits, career development opportunities, wellness, insurance, and work-life balance.Kiran extensively used technology to improve the overall HR experience for people. He streamlined administration of compensation and benefits, resulting in improved efficiency and savings on time and cost. He gamified HR practices, policies, and mandates (like CEBC and POSH) at the workplace. Kiran contribution in mergers and acquisitions, and people transitions continued to drive business growth, delivery efficiency and cultural harmony.

Pune, Maharashtra, In

Little changes, big transformation: Kiran’s innate urge to make things work more efficiently – combined with a range of experiences gained from earlier senior roles in HR business partnership that gave him deep insights into HR functions – made him accept the mammoth task of reengineering processes. In the next two years, Kiran reimagined, reengineered, and redesigned 15+ global HR processes, ensuring both operational efficiency and people-delight.Kiran implemented the proprietary Balance Scorecard model (6P-5R-STARTRAC) to drive the HR function’s strategic alignment and performance evaluation. He worked diligently on each process – understanding gaps, redesigning frameworks, and ensuring complete compliance with regulatory, statutory and company policies. As a full cycle leader for process reengineering and compliance, he designed and deployed frameworks and structural changes across the board. Kiran expanded his role operationally to ensure alignment of HR processes and people with the new organization design, while designing systems for dual reporting lines – functional and operational – streamlining approvals and enhancing workflow efficiency for both current and future projects. As the Global HR Compliance, Mergers and Acquisitions Leader, Kiran ensured all compliances and alignment of the combined teams with the company’s overall goals, business goals and ways of working. Together, Kiran’s contributions across this blended role helped in creating more agile, efficient, and productive teams, keep compliance across global geographies, and enable smooth integration of merged and acquired firms.

Pune, Maharashtra, In

Global questions, glocal contexts, local answers: Kiran’s curiosity about human behavior, interest in understanding diverse people’s motivations, and passion to make a bigger difference – backed by success in earlier HR business partnership roles – led him to accept the responsibility of 12+ culturally diverse countries in Continental Europe. With an aim of excelling people by creating a motivated, productive, and engaged workplace, he moved to Germany to manage a large workforce in a complex regulatory and compliance landscape.As the Regional HR Head, Kiran focused on multiple aspects of HR simultaneously. He eased international mobility (including social security audits, and consulting with labor, immigration, and consular offices), ensured compliance, and improved operations. He managed relations with trade unions and work councils to keep workplace harmony. He also played a significant role in opening new offices in these countries. Kiran also created and led local hiring practices, designed benefits, and adapted global HR practices in the context of Europe. This allowed the company to expand its footprint, position its practices, and delight people. In business outsourcing deal pursuits, Kiran regularly presented unique people solutions to clients, especially around transition and integration of in-scope employees.One of Kiran’s favorite projects in this role was around culture, where he designed country-specific induction modules, with the Learning and Development Center of Excellence. The intention was to equip people with all the knowledge they’ll need when they move to a new country. The program was phenomenally successful in that it helped thousands of Indian expatriates integrate seamlessly with the local European communities.

Pune, Maharashtra, In

Bringing people, building people, delighting people: Kiran started his Tech Mahindra (then Satyam) journey with a role in business HR. As the HR Business Partner for the Business Intelligence team, he managed end-to-end HR practice for the unit. The highlights of his tenure included hiring candidates with niche skills in Enterprise Applications and Business Intelligence and upskilling them to transition to IT, creating a delivery incentive model which motivated people to achieve more, managing performance evaluations and ensuring equitable rewards, and introducing creative engagement initiatives which created a positive workplace environment, and delighted people. He achieved this by pioneering multiple unit-level initiatives including a case study for recruiting solution architects, a career development program called VISTA (Vocations in Satyam to Aspire), and post-exit feedback.In 2003, Kiran led complete employee life cycle operations for a 5,000-people strong Enterprise Applications unit. He understood people’s expectations, motivations, and triggers, and the business requirements to strategically align workforce plans with business goals. He partnered with business leaders to decode pain areas and advised effective solutions. Kiran used HR analytics to study people metrics and supply data-driven insights to the leaders. He collaborated with them to make informed decisions related to hiring, remuneration, retention, promotion, and attrition. Kiran introduced business unit-specific initiatives like job rotation, buddy program, and high-potential retention and succession programs to ensure a steady supply of talent, contributing to long-term business goals and overall organizational growth. He topped it up with culture initiatives, including engagement, wellness, and fun at workplace, creating happy experiences. Kiran’s involvement with each aspect of the HR practice in the unit helped in building motivated people, coherent teams, and a high-performance unit.

Right talent, right roles, right outcomes: Kiran began his career journey as an independent consultant, following his deep curiosity in human resources, and interest in making people do their best work. As an HR Consultant, Kiran delivered two significant projects – one for a prominent electrical and mechanical carbon materials and components company, and another for a leading Indian racecourse. Kiran’s primary responsibility was to ensure that the right kind and number of people engaged in the right roles, for the right time, to ensure the right outcomes. He delivered it by understanding business goals, analyzing people requirements, creating skill inventories, strategically forecasting and planning workforce, matching skills with performance through a workforce alignment analysis, removing duplications, bridging white spaces, and enhancing task efficiency. The outcome of the exercise was enhanced individual and team productivity, leading to improved organizational performance.

Pgdbm, Hr And Finance

Bachelors In Commerce, B.Com