Apr 2022 – Mar 2025 · 2 yrs 11 mos · London Area, United Kingdom · Hybrid

• Strategic HR partnering with the leadership team to drive people initiatives and organisation culture.
• Designing and delivering the talent management strategy, succession planning, managerial effectiveness programmes, early talent identification, employee engagement initiatives and training.
• Worked closely with the Schindler global team to design and roll-out new global initiatives in Talent, DEI, Employee experience, performance management. Selected as global assessor for talent identification. Employee listening strategy lead for Europe – North, member of the Employee I&D leads global network and global sounding board for performance.

Aug 2019 – Mar 2022 · 2 yrs 7 mos · Mumbai Area, India · On-site

• Leading the talent transformation agenda as we worked towards our vision of Bigger, Faster, Fitter by 2023 through spearheading initiatives across.
• Talent Management | Leadership Development | Succession Planning | Gender Diversity & Inclusion | Success Profiles | Development journeys for critical job families | Employee Experience | Talent Attraction | Corporate Social Responsibility
• Designed the Talent strategy
• Revamped the recruitment process to hire the best-in-class diverse talent positively affecting the cost, time and quality metrics
• Led the Inclusion and diversity efforts by charting out a DEI roadmap, constituting a DEI council, forming employee network groups, inclusion trainings, inclusion month and integrating DEI across various HR processes
• Improved the succession health of the company for L-1 and L-2 roles by rolling out effective talent identification and development initiatives coupled with diversity hiring meeting the succession pipeline targets, streamlining IDPs
• Built a culture of recognition to retain high potential talent through robust talent management programmes – Schindler Talent Conference, People elevation programme, Springboard to elevate, Schindler career development programme, etc
• Drove the employee experience by working on specific initiatives – mentoring, coaching, managerial effectiveness, mental health roadmap which resulted in improved engagement scores measured through internal surveys and externally through GPTW (Great place to work)
• Led an Organisation development (OD) initiative to build leadership effectiveness. Built a learning culture and capability building through skill-gap analysis. Part of the team that launched global leadership programmes. Designed competency map/success profile for critical jobs and development journeys
• Reviewed the Corporate Social Responsibility (CSR) strategy to make it more relevant and impactful during the Covid phase and initiating employee volunteering in Schindler India

Nov 2017 – Jul 2019 · 1 yr 8 mos

• Talent Management | Leadership Development | Succession Planning | Gender Diversity & Inclusion
• Drive the career acceleration programmes – FTSS & MCAT for high potential identification in the organization through selection, development and placement to groom future ready leaders.
• Drive the diversity & inclusion agenda for Tata Motors and launch women development programs.

Apr 2017 – Nov 2017 · 7 mos

• HR Business Partnering
• Partnered with department heads in driving the execution of an organisation-wide restructuring exercise which involved major change management. The role involved regular HR business partnering on topics like manpower deployment in the new structure, hiring, employee grievance handling, redundancies and employee life cycle management
• Implemented the new performance appraisal system which was another change management initiative influencing key stakeholders while managing the employee engagement and expectations.

Feb 2014 – Mar 2017 · 3 yrs 1 mo

• Enable Tata Motors to attract and acquire the best talent. The work included:
• 1. Key Strategic Hiring
• 2. External Hiring across levels
• 3. Internal Redeployment through internal recruitment & internal careers
• 4. Cadre Hiring and talent deployment
• 5. University engagement initiatives
• 6. Setting up shared services for talent acquisition