Sep 2009 – Dec 2012 · 3 yrs 3 mos

• Fortis Healthcare is the largest Hospital chain in India, having 10000+ bed capacity across 70 hospitals in India, besides being present in 9 other Countries. The network includes multi-specialty hospitals and super-specialty hospitals providing comprehensive tertiary and quaternary healthcare to patients across specialties such as Cardiac care, Orthopedics, Neurosciences, Oncology, Renal care, Gastroenterology and Mother& Childcare. Fortis India currently has an employee base of 15,000 spread across many locations in India and 23000 employees globally. Fortis now has presence in 10 Countries including India, Singapore, Hong Kong, Australia, New Zealand, Mauritius, Dubai, Sri Lanka, Canada, and Vietnam
• In this leadership position, I was responsible for developing the HR Strategy for Fortis Healthcare India Ltd., leading change towards Institutionalizing processes and helping in the rapid scale up of business by managing talent and establishing an “Employee Value Proposition” that makes Fortis an ‘Employer of Choice”. I was also appointed to the Board of the Malar Stars at Chennai (a group company)

May 2007 – Sep 2009 · 2 yrs 4 mos

• Aditya Birla Retail Limited (ABRL) is the Retail arm of Aditya Birla Group, a USD 28 billion Corporation. The Aditya Birla Retail Ltd. has its presence across the country under the brand "more." with 2 formats Supermarket & Hypermarket. ABRL was one of the largest Retailers in the country with an employee base of 13,000.
• As Chief People Officer, my mandate was:
• To be an integral part of the ‘core’ Leadership team and to articulate and implement the overall HR vision and culture of Aditya Birla Retail Ltd (including the area of administration) to ensure that these become the differentiator in the Retail Industry for Aditya Birla to Achieve the Vision of becoming one of the Top Two Retailers in the country.
• Achievements
• Set up the Organization structure of Aditya Birla Retail Ltd (ABRL) for both front and backend for all departments and hired the first line for Corporate Office and formats including many Expats.
• Led the core team in the finalization of the Business Model for the supermarkets business.
• Set up the Organization scorecard as well as the functional scorecard for the function heads
• Introduced a progressive and a large ESOP scheme for team members with vesting’s over four years.
• Successfully integrated the team members of Trinethra and FabMall, our acquisition of the Supermarket and hypermarket stores in the South.
• Re-structured the entire organization to ensure optimization of costs, increase in productivity and scalability.
• Achieved lowest attrition rates in the industry for both front and back-end areas.
• Introduced progressive HR practices and policies in the industry including a ‘best in class Induction process, a robust Diversity initiative, Manning calculator, HR Metrices, progressive communication tools, Overhead monitor and a “Zero Cost” front end hiring model.
• Articulated the entire Compensation strategy for ABRL including the Variable Pay plan.
• Led the HR team to hire >1000 team members a month to go to 12000+ in a year.

Jan 2007 – May 2007 · 4 mos

• Deputed to Head the Human Resources department of Bharti Retail, a JV with Walmart where I was responsible for setting up the Human resource department, Practices, Policies, and the structure. I worked extensively with the Walmart team to finalize the structure and key policies. Recruited the CXO’s, including Format Heads.

Jan 2005 – Dec 2006 · 1 yr 11 mos

• Key responsibilities included: -
• The Top Management (Unclassified Cadre) – I was responsible for the UC cadre (Top Management of the Group) from hiring to exit including compensation, career progression, transfers etc. – had managed to attract and recruit TOP TALENT for the company from India and abroad.
• Was the owner of all HR policies across the Group, responsible for benchmarking, updating, introducing new policies Along with this I was also responsible for ensuring Governance.
• Was the owner of the ‘Young Leaders’ Programme’ which is one of the foremost Management Training programmes run in the country.
• Was also the HR LEAD for our International Telecom Ventures in Jersey and Seychelles, responsible for hiring and policy formulation as well as the Project Lead for our Retail JV with Walmart.
• Compensation - was responsible for running all the ESOP schemes across Bharti Airtel, including designing new ESOP plans, ensuring compliance to the Grants and vesting schedules etc. I have been instrumental in planning, introducing, and implementing Job evaluations as per the Hay Methodology in Bharti Airtel. The process had been Institutionalized and is followed for all hires and promotions in the company.
• Was part of the core team to design new processes like the revised Leadership Competency framework, the new Performance Management System incorporating both KRA’s and Competencies, the Talent Management System etc. apart from looking after the Corporate Office Entity (all HR functions) including Compensation, T&D, Acquisition, Administration, Guest relations etc.

Aug 2002 – Jan 2005 · 2 yrs 5 mos

• Was responsible for running HR and Administration for Panjab, Haryana, Rajasthan, J&K and HP circles.
• My Responsibilities Included: -
• To Conceptualize & Implement HR best practices to further business interests.
• To ensure high Employee Engagement Levels and manage attrition rates.
• Launch of Two new additional Circles – J&K (Greenfield) and Rajasthan (Acquisition of Oasis Cellular).
• Identify and fulfill the Training & Development needs for the members of Northern Region.
• Strategy for overall administration of the 5 Circle Offices for Punjab, Haryana, HP, Rajasthan, and J&K as well as various Regional Offices across these states.
• Achievements:
• The Northern Region was awarded the Chairman’s award for the best HR team in the country in 2003
• The Acquisition of the ‘Oasis’ brand with its 300+ employees was concluded smoothly.
• In the Employee Engagement survey conducted by Gallup, Northern Region achieved a Q12 score of 97 percentile and GWM at 82 % (2002-03). In 2003-04 we have repeated the performance with highest scores in Bharti
• We conceived and launched ‘Airtel Ashiana’, a social initiative for the slum children which was launched by the Chairman and recognized all over the Bharti Group.
• Was part of the core group from Bharti which worked on the Best employers’ survey

Mar 1997 – Aug 2002 · 5 yrs 5 mos

• Responsibilities Included: -
• Introduced an open and transparent culture, where the value proposition of the hotel was its young, vibrant, and highly engaged team which ensured that Rajvilas was voted as the best hotel in the world in the year 2001.
• Recruitment for the two hotels as well as for all new hotels being opened by the group.
• Manpower Planning ensuring that the hotels were benchmarked for their productivity norms.
• Training and Development of team members including cross and exposure training.
• Was given the additional responsibility to head the SPA for one year.
• Achievements:
• Was part of the core team that took care of President Clinton. I was given a special appreciation certificate from the White House.
• HR practices at Rajvilas were benchmarked throughout the group and all new executives joining the group were inducted here.
• Introduced communication forums representing the openness and transparency in the culture.
• Was selected for the prestigious Oberoi Summer University.

May 1994 – Feb 1997 · 2 yrs 9 mos

• Deputy Manager HR for Punwire Paging services, a JV between Punwire and Telia of Sweden to provide wide area paging in Panjab, Haryana and Himachal. (January 1996 – February 1997)
• Executive Assistant to the Managing Director and was responsible for Project Mapping, analysis and presentations and day to day cross dept. assignments. (April 1995 – February 1996)
• Asst. Manager HR – I handled campus recruitments, Performance Management, Industrial Relations, and other Special projects. (May 1994 – April 1995)