Oct 2021 – Jan 2024 · 2 yrs 3 mos · Mumbai, India

• ● Visioning and Executing HR Strategies to serve 37,000+ colleagues for a 12000 Cr business
• ● Leading a team of over 220 HR professionals ● Functional Leadership for all strategic people interventions like Leadership talent pipeline building, Culture transformation through values, Developing future of work , Building a great place to work and entire process of Talent Management.

Jan 2017 – Oct 2021 · 4 yrs 9 mos · Noida

• Led the people function by working closely with the CEO and leadership team to identify strategic Talent issues and drive the people initiatives in alignment with organisation goals. Advised and mentored HR and leadership team to review, develop and implement various projects, policies and procedures, with cumulative support of 30 team members.
• Key Initiatives Led
• Strengthen the organization Culture by defining vision, values and rolling out plans for its stickiness.
• Review, revamp and implement Induction, Engagement and Performance Management processes keeping in mind the business vision and Talent priorities.
• Build a Role based organization for higher efficiency by clearing up the levels/grades.
• Building a leadership talent pipeline by running Hi-Po program, Succession planning and proactive leadership hiring.
• Focus on capacity building through competency framework, learning and development by launching Magicbricks Leadership Academy.
• Strengthening MB as a "Great place to work" through enhancing "Sense of Pride" amongst colleagues internally and representing MB in external forums.
• Foster an environment of trust, collaboration, and commitment to keep people agenda at the core of the organization.
• . Review people policies, processes in an ongoing basis and make necessary changes to make the people practices competitive..

Jul 2015 – Jan 2017 · 1 yr 6 mos · Bangalore

• Led the strategic people function especially management of talent transformation initiatives, organization culture building initiatives, implementation of RBO (role based organisation), finalisation of people strategy for 2017 along with robust HR processes. Put in place a strong future talent pipeline whilst initiating varied impactful hiring strategies. My biggest contribution in this role has been of recruiting headcount equivalent to >800 for first time in company’s history. I also established fresh interventions to reduce attrition. Varied other initiatives were setting of KRAs for people managers, implementation of balanced score card approach and initiation of ‘FNFI High Achievers Club’ to recognize and retain top talent.
• I was also a primary driving force behind devising EWS (early warning system), introducing predictive modelling tool and designing in-house ‘voice of employees’ survey to understand employee pulse for strengthening credibility of management team. Along with, I reinforced employee approachability to management by initiating engagements viz. Chai Talks, Townhalls, ‘One On One’ with CEO.
• From primary details to biggest decision making, I conduct high-level feasibility study for ascertaining our expertise for specified HR projects in a collaborative manner. I have given a complete overhaul to many initiatives for rendering sturdy growth. Apart from developing leadership pipeline, I have also pioneered industry academia program with renowned College to run Title Management program. Augmenting company’s overall rating as best employer, I deliver holistic impact on entire gamut of HR activities.

Jan 2013 – Jan 2015 · 2 yrs · Bangalore/Mumbai

• With a track record of steady growth pattern by my side, I led accountability of driving end to end people agenda (talent acquisition, leadership development, business HR, OD & change management functions) for the group. I drove engagement of >10k employees across 11 offices in India. I had a holistic ownership for change management and organizational transformation initiatives. Strengthening organisational value and culture, implementing robust performance management process, talent management strategy & people process automation were some contributions from my end.

Jan 2010 – Jan 2013 · 3 yrs · Bangalore

• I spearheaded the end to end people agenda for entire IT organization employing >3500 personnel. I also drove end to end business HR for OD (operation development) and ES (enabling services) function as part of extended role. Enhancing overall on-boarding experience for new joiners and managing administration of performance management program across service lines were my robust contributions in this role.
• I also led HR transformational roles like change-management, OD practices, talent and succession planning agenda for CS (commercial service) function. Conceptualized predictive modelling initiative and HR analytics for service line in area of critical employee retention, I also devised training & development for improving team work, employee productivity, capacity building and quality enhancement. Obtaining diverse experience in on-time quality deliverables, business strategy, controls and independent operations, I handled professional challenges competently.

Jan 2007 – Jan 2010 · 3 yrs · Hyderabad,Mumbai

• My core responsibilities during this role were of new employees’ on-boarding and administration of performance management program. Additionally, I conceptualized varied HR policies, facilitated life skill training programs, managed employees connect, CSR initiatives and team communication activities. Another significant contribution was of devising and executing predictive modelling initiative and HR analytics for service line in area of employee retention management. I also strengthened HR shared services function as global business HR SPOC.
• Going forward, I was assigned the additional responsibility of HR operations for south region (Chennai, Bangalore and Hyderabad) based on my performance. I employed >1600 employees along with driving cost optimization project across Hyderabad in collaboration with business and administration team. I worked for long-term future of the company through innovation HR strategies with close coordination with business units/functional groups.

Jan 2005 – Jan 2007 · 2 yrs · The Oberoi Rajvilas,Jaipur and Trident Hilton, Chennai

Jan 2003 – Jan 2005 · 2 yrs

Jan 2001 – Jan 2003 · 2 yrs · Daman