Oct 2020 – Apr 2022 · 1 yr 6 mos

• Lead the HR function with over 150 members for CGI in the APAC region (which has over 17000 employees), reporting to the global CHRO
• Define the talent strategy for the region aligned to business direction and priorities
• Act as a trusted advisor to leaders the region
• Lead a high performing Talent Acquisition team that has continuously exceeded expectations – responding to steep business growth, increasing productivity and managing costs
• Drive high-impact employee engagement programs that has helped in retention
• Lead a best-in-class learning organization that has been recognized as a strategic differentiator for the business and has won numerous international awards
• Created high levels of employee satisfaction in the HR organization
• Enhance the CGI brand and reputation in the external marketplace through appropriate routes such as undertaking speaking assignments and participating in industry forums

Dec 2017 – Oct 2020 · 2 yrs 10 mos

• Trusted Leadership Advisor
• Act as a trusted advisor to leaders in the business units to optimize leadership team effectiveness.
• Influence the people matters, employee strategies and mandates, and enable effective business decision making particularly related to employees and organizational effectiveness.
• Provide sound guidance based on business acumen, data analysis and HR depth of experience and judgment. Effectively use influence and negotiation strategies to secure buy-in from stakeholders for key initiatives.
• Strategic Direction and Alignment
• As a member of the HR leadership team, actively develop, champion and deliver on the HR strategy and plans for the region (including the global roadmap)
• Enable a future-ready workforce by focusing on continuous learning
• Focus on Succession Planning across career levels
• Compensation planning, design, and analysis
• Job-evaluation exercises, market benchmarking, manpower planning and budgeting
• Operational Excellence
• Oversee day-to-day BU HR operations to ensure leaders’ and members’ needs are addressed
• Oversee delivery of local employment practices and programs, to enable a positive employee experience and effectively manage operational and regulatory risk
• Partner with the BU Financial Controller to ensure appropriate checks and balances are in place
• Building HR Team Capabilities
• Provide coaching and guidance to BU HR Team, reinforcing key skills and high-performance standards.

Apr 2010 – Dec 2017 · 7 yrs 8 mos

•  Lead the Learning & Development function for CGI in the Asia Pacific Strategic Business Unit (SBU)
•  Establish learning imperatives for CGI APAC SBU in line with the business strategy and direction
•  Strive to facilitate the achievement of CGI’s business goals and objectives by delivering learning solutions under seven unique tracks
• New Joiner Integration
• Values and Culture
• Leadership Development
• Professional Skills Development
• Technical Skills Development
• Domain Knowledge
• Project Management & Quality
•  Drive, and manage the Leadership Development curriculum across career levels, thus enabling managers and leaders to continuously develop themselves and achieve business results
•  Contribute to succession planning by defining, developing and implementing High Potential identification and development programs at senior leader and manager levels
•  Inculcate the CGI values and culture as a way of life among members through innovative learning solutions
•  Create competency-based learning curriculum for members at all career levels
•  Manage Executive development planning for senior leaders
•  Employ psychometric tools such as MBTI and DISC effectively in Leadership Development workshops
•  Manage the learning budget across various Business Units in APAC and ensure effective utilization of the same
•  Employ strategic communication using various vehicles to build a culture of learning and promote the Learning Solutions
•  Worked as the Change Management Lead for CGI India after CGI acquired Logica

Dec 2007 – Apr 2010 · 2 yrs 4 mos · Bangalore

• Lead the Management & Leadership Development function at Intel India
• Training Needs Assessment (TNA) for the leaders and managers at India site based on the business direction and the development needs
• Create and Execute the Manager and Leadership Development roadmaps for India by mapping solutions against the development needs. Solutions are based on the ’70-20-10’ philosophy
• Create capacity to meet the demand for classroom solutions, forecasting the number of sessions, scheduling sessions, and ensuring utilization
• Facilitate classroom sessions on professional skills development
• Design and execute non-classroom solutions that help managers and leaders to learn new skills and behaviors, connect with each other, share experiences and build their networks
• Conceptualize and execute action learning solutions with the aim of ‘building leadership’ across levels – individual, team and organization both on the people side and the business side. This practice combines leadership development with the solving of real business problems, effectively.
• Design and execute focused solutions for the top talent at the site, thereby help create a strong pipeline of leaders
• Track progress against the Manager and Leadership Development roadmaps and report to the Site Leadership
• Evaluate the outcomes of the learning solutions at the individual and organization levels

Mar 2006 – Nov 2007 · 1 yr 8 mos

• Responsible for leadership and professional skills development for over 4000 employees, across 4 locations at Genpact
• Training Needs Assessment (TNA) for all employees in terms of leadership and professional skills
• Build a training plan in consonance with the TNA, ensuring 100% coverage
• Facilitate training sessions on leadership and professional skills development across locations to maximize effectiveness
• Coach and mentor teams facing challenges in soft skills
• Deploy the New Manager Integration program to introduce new managers to the culture and work ethos at Genpact
• Measure training effectiveness and report progress on soft skills development to the Leadership
• Certify and coach new trainers on Facilitation Skills
• Conceptualize and lead soft skills initiatives and events across locations

Apr 2003 – Mar 2006 · 2 yrs 11 mos

• Design learning content for maximizing effectiveness for various role holders such as Top and Middle Management, Executives, Dealers and Distributors, Dealer and Distributor Personnel in organizations in the NIS clientele.
• Worked for companies in industries such as Automobile, FMCG, Petroleum, Telecom, Power etc. for various levels of employees
• Project Manager for MUL, the oldest and one of the biggest corporate accounts in the NIS clientele. Role included assessing training requirements, designing learning solutions, selling those solutions to MUL and ensuring successful implementation of the same.
• Conduct training sessions for the trainers of NIS Sparta Ltd. as well as companies in the NIS clientele
• Develop training videos for companies – Launch of new products, Increasing sales effectiveness, Process Adherence, Customer Relationship Programs