Dec 2022 – Jul 2023 · 7 mos · Bengaluru, Karnataka, India · Hybrid

Apr 2019 – Dec 2022 · 3 yrs 8 mos · Mumbai, Maharashtra, India

• Sun Pharma is the world's fourth largest specialty generic pharmaceutical company and No. 1 in India. Presence: 100+ countries, Revenue: $ 4.5 Billion+, Workforce: 50+ nationalities
• Role landscape:
• The Emerging Markets business which I was part of operates in 40 countries where political, economic, cultural environment is different and thus challenges for business are so many and unique.
• This led to highly complex and ambiguous startup like environment and gave me an opportunity to collaborate with cross geography teams and help business solve complex issues.
• For doing this HRBP role, a person needed to have business perspective, should be data driven, innovative, collaboration, intercultural sensitivity, customer focus and has ability to lead and implement large scale HR projects.
• Successfully depicted these competencies in the role to consistently achieve top performance ratings in 3 years.
• Role Summary:
• Leading regional HR teams of 6 members for around 10 Asian countries & corporate India functions supporting 1000+ employees and a business of USD 200+ million.
• Countries include India, Malaysia, Singapore, Myanmar, Philippines, Thailand, Vietnam, Sri Lanka, Cambodia, Nepal, China.
• Program manager for Leadership & capability development, Performance Management & annual salary review, HR transformation, Employee engagement, HR budgeting, HR Technology impacting 5500+ employees in 40 countries.
• Lead HRBP for Sunpharma’s STARTUP “Mann Talks” which provides counselling for mental well-being.

Mar 2018 – Apr 2019 · 1 yr 1 mo · Pune, Maharashtra, India

• Led and governed all employee lifecycle processes for 500+ employees of multiple Global Technology Teams at Citi Technology Centre
• PMS Process & Annual Salary review
• Led the processes on Performance Management, Career Progressions, Promotions, Succession Planning, Hi-PO Identification, Year End Calibrations, Annual Compensation discussions
• Talent Management
• Driven Structured Career Development conversations as part of Citi Career Week including panel discussions, videos, leadership Q&As, and fireside chat sessions
• Implemented ‘MobiTech’ in the business units - an initiative to improve Talent Mobility and cross-team collaboration
• Strategic Partner
• Created periodic Talent Dashboards with key metrics for leadership review. Also, actively tracked and monitored people metrics to ensure alignment with business objectives
• Leadership Capability Development
• Partnered with Business towards building a great work environment through Managerial Effectiveness
• Partnered with business for a Leadership Connect initiative ‘In-Touch’, to drive Citi core values among 3000+ employees
• Employee Engagement - Conducted regular HR@Bay sessions to resolve employee queries & drive engagement

May 2017 – Feb 2018 · 9 mos · Mumbai, Maharashtra, India

• Responsible for HR strategy & HR policy impacting 10,000+ employees
• Global Reward Infrastructure Program - replaced traditional grade system to position base system for 10,000 employees
• Career Paths- made job rotations a ‘bottom-up need’ rather than a management wish list
• Policies- 10 policies linked with grades were made less hierarchical and more aligned to the Position Levels
• Change Management- trained senior business leaders and line managers for this change
• Launch of Experiential Awards - replaced the monetary rewards with Experiences allowing employees to choose fine dining, tours & getaways, hobbies as rewards

Apr 2013 – Apr 2017 · 4 yrs · Mumbai, Maharashtra, India

• Human Resource Business Partner [HRBP] for 1000+ employees in the Energy Management division.
• One of the top performers in Siemens HR, consistent high-performance ratings & 2 fast track promotions in short span of 4 years.
• Talent Management
• Local Key Expert - implemented LKE program to retain critical talents in Engineering, R&D and Manufacturing job families and reduced attrition from 15% to 5%
• Partnered with managers to identify critical & high-potential employees in the business
• Responsible for facilitating individual development plan & trainings for top talents in the organization
• Performance Management Process
• Successfully completed 4 cycles of Performance Management Process for the assigned business units
• Ensured timely completion of goal setting, midyear performance review, pre-dialogue & manager-employee feedback sessions
• Organization Change
• Implemented the global organizational change in Siemen’s systems for 2500+ employees
• Supported for right sizing of approx. 100 nos. manpower for cost optimization
• Strategic Partner
• MIS & Reporting: Present monthly Manpower, Exit interview & Attrition analysis reports to business
• Manpower Planning: Understand the business strategy & ensure optimum workforce
• Organization Structure-Provided strategic inputs & implemented organization change
• Employee Engagement
• Conducted Siemens Global Engagement Survey workshops to identify action planning
• Organize regular Townhall meetings with the top management covering 500+ employees
• Recruitment & On-boarding
• Responsible for hiring lateral candidates - handling selection process & ensuring on-boarding
• Training & Development
• Ensure identification of development needs & implementation of training programs & on-the-job development for the assigned employees
• Policy & Process - Single point of contact for employees to provide guidance on processes & support resolution of grievances

Apr 2012 – Jun 2012 · 2 mos · Hyderabad, Telangana, India

• Developed a mechanism to identify possible career movements within & across Technology Teams
• for 12 job families to help employees identify career opportunities at Amazon India
• Interviewed 44 senior managers in India, Seattle and Japan spanning all technology teams
• Conducted Focused Group Discussions for 6 major job families for 3 regions in India
• Developed a module & career pathing tool to train managers to conduct career discussions

Jul 2008 – Jun 2011 · 2 yrs 11 mos · Gurugram, Haryana, India

• Maruti Suzuki is the Indian automobile subsidiary of Japanese multinational Suzuki Motor Corporation
• Project lead from cost control & management department for CNG project worth Rs 50 million for 5 car models
• Negotiations & Price settlement with vendors for part/assembly components used in Maruti Suzuki cars
• Zero Based Costing- for CNG parts to identify the lowest possible part cost
• Carry out cost reduction exercise by benchmarking components across Maruti’s & competitor’s models