Sep 2021 – Aug 2022 · 11 mos · Mumbai, Maharashtra, India

• This role was responsible for leading the talent and employee experience transformation agenda as Schindler India started a journey of creating a Bigger, Fitter, Faster and Safer organization (by 2025).
• Revamped talent management framework for India operations to bring more objectivity to the process through streamlining talent segmentation, development, and engagement of leadership pipeline
• Managed end to end participation for ‘Great Place to Work’ assessment. Designed pulse surveys, campaigns, and contests to reach out to the last mile employees with positive reinforcement resulting into a steep move in scores
• Introduced a globally emerging tool ‘Organization Network Survey’ to deep dive into social capital of the organization to draw strategies of work and Engagement

Jul 2018 – Sep 2021 · 3 yrs 2 mos

• Diversity, Equity & Inclusion
• This role involved developing goals, strategies & performance measures for making Hindalco an inclusive workplace, create a common language and understanding of inclusion & create innovative solutions to lead Diversity at Business level.
• Organization Effectiveness
• This part of my role helped improve employee commitment and supported business transformation, assisted employees learn new behaviors for keeping the business competitive.

Jul 2016 – Jul 2018 · 2 yrs

• CoE L&D role for Behavioral interventions reaching to 4000 management grade employees
• Analyzing & interpreting TNI at organization level and designed customized learning intervention basis ABG Competency framework to drive business priorities with department and function leads
• Collaborating with various stakeholders to calendarize & execute flagship learning interventions for different segments of employees
• Introducing contemporary learning practices like Logo serious play, theatre workshops, World Café etc.
• During these 2 years learning was rated one of the highly effective functions within HR in HR stakeholder survey. Few of the top league Flagship programs launched by me during these times were – Spectrum (managing teams effectively), Developing Business Managers (Financial Acumen), Let’s be Influential (Communicate to influence & engage), Quantum Leap (developing self & Team) etc.

Jun 2011 – Jun 2016 · 5 yrs

•  Established contemporary process of GETs familiarization & set extensive training and review processes
•  Revamped lateral hire induction process and ensured 100% closure on 30-60-90 days’ feedback
•  Managed end-to-end Learning process from training need identification to measuring learning effectiveness. Vibes score for L&D at Dahej moved to 72% in 2016 against 51% in 2012.
•  Led Talent Management implementation and review process, managed & tracked DACs & IDP sessions for Talent pool employees
•  Established Manthan Group, a set of employees with similar interests which used to meet and deliberate on travel, values, philanthropy, hobbies, education, justice etc.
•  Partnered with many community relationships projects in the areas of Health, Education and Employment with Corporate social responsibility teams

Sep 2010 – Jun 2011 · 9 mos