Jun 2019 – Mar 2022 · 2 yrs 9 mos · Bengaluru, Karnataka, India

• Alliance Data is now Bread Financial

Jul 2017 – May 2019 · 1 yr 10 mos

• Supporting the Smiths People Excellence Framework – leadership of global process framework and design of identified core processes.
• Leadership role and contributions to Group HR Services initiatives, designing of process, policy and standardisation across regions (automation of manual and duplicated processes).
• Ownership of Process / Policy documents (aligned with People Excellence Framework – levels 2+3) & system expert with SEF tools (e.g. Business Optics)
• Act as the global owner of HR processes from Hire to Retire – migrating from regional & divisional processes.
• Drive and identify process and policy simplification and standardisation opportunities
• Monitor performance dashboards to identify areas of risk or intervention
• Proactively contribute to overall technology road map in conjunction with broader HR Strategy and IT strategy
• As a member of HRS Leadership, influence HR Strategy and process to best integrate with and utilise technology capabilities
• Via HR Service Centre Operations, drive standardisation and operations efficiency and proactively aligning the three regional centres through a matrix reporting line

Apr 2013 – Jun 2017 · 4 yrs 2 mos

• Strategically develop a robust and strategic HR Service center that serves both the business and Human Resources.
• Consistently analyze data to establish a model of continuous improvement and working across global levels of leadership and with Global HR Services centers.
• Execution of HR shared services strategy in partnership with HR Business Partners, HR Centers of Excellence and business leaders.
• Accountable for the consistent superior delivery of HR services and customer service excellence through the shared services model.
• Responsible for management and delivery of timely and accurate HR services for all
• countries supported by the Asia Pacific HR Shared Services Center (India, Australia, New Zealand, Singapore, Malaysia, Thailand, Indonesia, Korea, Japan and China).
• Provide strategic oversight and leadership to operational teams and individual in accordance with Service Level Agreements and key performance indicators.
• Ensure strict controls and compliance adherence throughout the service center.
• Model and actively champion the importance of organizational policies and procedures including data privacy and protection.

May 2011 – Mar 2013 · 1 yr 10 mos · Bengaluru Area, India

• Streamline/ build business processes that aid in new joiner retention and improving overall efficiency of related processes.
• Constantly review IBM HR process and bring in Operational Efficiency.
• Take feeds from IST/HR team on Exit Interviews and continuously improve New Joiner Experience.
• Identify and execute short-term and medium term projects on Key Pain Areas identified or improving the Key Process Indicators.
• Conduct Round-table sessions, surveys to assess the New Joiner satisfaction and work on POA for improvement.
• Take inputs from Leadership executive team to improve the processes.
• Implement Best practices from other Organizations, Business Units.
• Highlight to Leadership team on any early trends, triggers observed that may result in New Joiner attrition.
• To provide constructive inputs to OD Team, HR Team, Leadership team and other relevant stakeholders on improving new joiner satisfaction related processes.
• Analyze and interpret data and share Bi-Monthly Progress Report to HR Partner on New Joiner People Managers model Performance, by highlighting accomplishments, Project implementation, Improvement Opportunities.
• Guide his/her New Joiner team to deliver the mandatory requirements from the Organization Maintain complete and accurate data records regarding metrics, completion status, support requests from New joiners.
• Ensure the Induction related deliverables; both at Organizational Level and Account Level are supported and meet the New Joiner requirements for getting settled in the environment.
• Monitoring the effective utilization and retention of new joiner Complete the New Joiner Ramp-up plan on time as per defined process. At least one process improvement implemented per quarter in tandem with other New Joiner People Managers

May 2008 – May 2011 · 3 yrs · Bengaluru Area, India

• Managing all recruiting-related activities, equipping recruiters with the most effective
• tools to approach the hiring process, tracking recruiting metrics to identify the best
• strategies and areas of improvement, and forecasting future talent needs and ensuring
• recruiting teams are able to meet those goals.
• Researching cutting-edge technologies and evaluating the recruiting stack.
• Building out reports and dashboards to measure recruiting performance.
• Informing senior leadership of recruiting successes and challenges and advising them
• on solutions and recruiting strategy accordingly.
• Reducing risk and protecting the company’s reputation and brand image by prioritizing
• regulatory compliance, data integrity, and audits in its recruiting practices.
• Developing and managing relationships with recruiting partners and vendors.
• Overall, optimizing the effectiveness of talent as an operation and driving consistency
• across the board.

Sep 2006 – Apr 2008 · 1 yr 7 mos · Bangalore

• Work closely with the functional teams in Europe to ensure proactive talent search, passive candidate identification and candidate data management efforts.
• Devise and execute strategies to generate and maintain a high quality database of top talent globally, defining clear objectives, risks, owners, and follow-through mechanisms.
• Provide day-to-day team member oversight, inclusive of anticipating resource demands and balancing workload accordingly, as well as ensuring that quality standards are achieved.
• Manage vendor operations; be responsible for vendor teams and delivering on all SLAs (Service Level Agreement); Make process, tools, data, and metrics improvements.
• Manage and influence complex partner relationships globally (Staffing Channels teams, cross-functional partners, etc.).
• Communicate all critical elements to stakeholders, including status, progress, and gaps to Staffing leadership, while effectively solving problems with them.