Aug 2014 – Jul 2016 · 1 yr 11 mos · United Kingdom · On-site

• At Almailem, (Auto Retail/ School/Tyre Factory/Three Star Hotel) I spearheaded HR transformation initiatives, driving both strategic HR and operational excellence across all divisions.
• Key Contributions:
• Designed and implemented a Grade System using the Career Graph approach and Hay Points, creating structured career progression for employees.
• Introduced KPI-driven Performance Management System (PMS), aligning individual goals with organizational strategy.
• Led competency mapping and employee development initiatives, enabling capability enhancement and future leadership identification.
• Conducted behavioral competency workshops and delivered 12+ hours of training per week, strengthening workforce performance.
• Provided coaching and counselling to employees, improving engagement, conflict resolution, and retention.
• Ensured end-to-end payroll accuracy and compliance while optimizing HR processes across 8 business divisions.
• Recruited and onboarded right-fit talent for critical roles, ensuring both cultural alignment and capability match.
• Enhanced employee engagement through structured programs such as Annual Sports Day and monthly employee meets, fostering a collaborative culture.
• Oversaw workplace inspections and monitoring, ensuring compliance and a safe working environment.

May 2013 – May 2014 · 1 yr · India · On-site

• Generalist/ recruitment/ HRO/PMS/Training/OD/Talent Management/ Compensation
• Instrumental in establishing Training & Development section at ABG, Developed 139 Internal Trainer , 427 e course beneficiary, Involved in Kaizen/5S, Enhanced the Talent Management Process
• Instrumental in implementing Du pont Safety Standard and World Class Manufacturing
• Dexterously involved in the expansion of the manufacturing units
• Implemented Vibes Survey & OHS/Complete Cycle of PMS 2013-2014 and completed Budgeting for 2014
• Steered the Transport-Security-Estate as well/ Local Lisioning responsibility
• Administration of 3 Residential Colonies, 2 Schools & 1 Guest House
• Employee engagement activities- Social Club, Sport Club, various functions.

Feb 2012 – May 2014 · 2 yrs 3 mos · Bahrain · On-site

• BFG (Rail Sector/ Heavy Infrastructure/ Luxury Ship/ School)
• Built and scaled the HR function across 17 countries (Europe, Gulf, Asia), driving recruitment, talent management, and capability building in a global environment.
• Key Contributions:
• Established HR Department and Training Section from scratch, creating structured systems for people management.
• Led recruitment for facilities across 17 countries, ensuring alignment with local regulations, cultural nuances, and organizational needs.
• Developed a Skill Matrix framework, enabling systematic employee capability assessment and targeted training interventions.
• Designed promotion and salary hike policies, ensuring fairness, performance differentiation, and transparent career progression.
• Introduced mechanisms to differentiate high performers from underperformers, driving a merit-based culture.
• Launched Rewards & Recognition (R&R) programs, boosting employee morale and retention.

Jun 2008 – Jan 2012 · 3 yrs 7 mos · Salalah, Sultanate of Oman · On-site

• Drove HR transformation, digitalization, and organizational restructuring at RCC Oman, including HR integration during Mergers & Acquisitions (M&A) to align people, processes, and culture with business strategy.
• Responsibilities:
• Proposed organizational structure changes and introduced broad banding for career progression.
• Developed staffing rationalization programs and established comprehensive Job Descriptions across functions.
• Designed recruitment strategies aligned with organizational priorities, with internal promotion systems for career growth.
• Implemented digital HR systems (HRIS/ERP) for streamlined recruitment, performance management, and training.
• Facilitated employee engagement, knowledge sharing, and development workshops to build organizational capability.
• Partnered with leadership during M&A integration, managing workforce alignment, harmonization of HR policies, and cultural transformation.
• Key Achievements:
• Conducted a scientific workforce study to forecast manpower needs and future requirements.
• Executed matrix & departmental restructuring, salary restructuring, and an improved promotion system.
• Introduced KPI-driven PMS with percentile and ranking methodology, plus new incentive & bonus schemes.
• Developed Skill Matrix, Competency Mapping, and Master JDs, initiating MBO practices for performance alignment.
• Led digitalization of HR processes, including HRIS implementation, e-recruitment modules, and online PMS dashboards.
• Designed a 2/5/8 year manpower planning strategy (MPP) with sourcing projections.
• Reduced recruitment TAT, improved retention, and enhanced employee satisfaction.
• Rolled out a Training Calendar (behavioral, technical, general), linked to PMS with faculty recognition scheme.
• Enhanced induction & probation with “Fish Philosophy” culture initiatives.
• Authored organizational documentation: HR Manual, Recruitment Manual, Interview Manual, Organization Manual, Behavioral Questionnaire, and launched internal/external magazines.

Aug 2003 – Apr 2008 · 4 yrs 8 mos · Goa, India · On-site

• Worked as a strategic HR leader with responsibilities across Corporate HR, Factory HR, and Sales HR, driving organizational culture, people systems, and digital transformation initiatives.
• Responsibilities:
• Functioned as Organizational Culture Development (OCD) Manager, fostering a culture of productivity, engagement, and lower attrition.
• Conducted culture and value analysis, aligning employee behavior with business objectives.
• Defined Job Profiles and Individual Development Profiling (IDPs) for senior managers and cross-functional teams.
• Designed and implemented a competency-based Performance Management System (PMS), including digital 360° appraisals, incentive schemes, R&R, and succession planning.
• Digitized HR processes in PMS, IDP, and engagement tracking for greater transparency and decision-making.
• Spearheaded employee engagement programs across corporate, factory, and sales divisions.
• Key Achievements:
• Achieved a 4–5% reduction in attrition while improving overall workforce stability.
• Improved Job Satisfaction Index (Gallup Scale) through targeted HR strategies.
• Delivered successful cultural transformation initiatives, embedding values and behaviors into daily operations.
• Digitalized PMS and employee engagement systems, strengthening performance visibility and accountability.
• Enhanced employee morale, retention, and productivity through structured corporate and factory interventions.

May 2000 – Jul 2003 · 3 yrs 2 mos

• Taught & tutored Post Graduate & Graduate students and conducted independent lectures/ sessions on HRM related aspects such as Compensation Management, Industrial Relations, Performance Appraisal, Potential Evaluation, Cross Cultural Management, Behavioral Techniques In Organizations, Organization Behavior and Human Recourse Management. Supervised contemporary management's projects done by students. Conducted special training programs for lower and middle level executives of different industries (MDP). Functioned as - Editor of the biannual journal "Amity Business Review". Head of HR Club.
• Major Achievements: Coming successfully with Bi annual Academic journal Amity Business Review. MDP's for various organizations. Practical oriented subject delivery. Contemporary management projects. A set of committed students who still treat me as mentor