Apr 2013 – Oct 2016 · 3 yrs 6 mos

• Tenure was divided into two phases: Phase 1) Head L&D for KGS (KPMG Global services) and 2) Head the Engagement and Performance Management COE for KGS.
• 1) The first role entailed heading the Learning function with the support of a 14 member team. Some of the highlights included rolling out the first Emerging Leader Program for KPMG in India, being accountable for socializing the performance management process with all performance managers, facilitating interventions related to that and then wearing a double hat while transitioning to the new role explained below.
• 2) The role of the Engagement and Performance Management COE lead entailed design and implementation of the strategy for Rewards, Employee satisfaction, Wellness and the annual process from goal setting to performance appraisals. Handled Engagement and Performance management related solutions for six business entities (a total head count of 6000+). Worked in alignment with global member firms to ensure that strategy is aligned to the respective global organization and customized as per Indian market realities. Key responsibilities include ownership of the annual people survey as well as action planning for the results thereof, driving awareness around and ensuring adherence to the performance management process of the organization and constant review and enhancement of existing practices in the engagement and performance management domain to cater to the needs of a global organization

Oct 2010 – Apr 2013 · 2 yrs 6 mos

• Set up the L&D function for KPMG Global Services in 2010-11. Laid out basic L&D processes and policies related to TNI, learning compliance, facilitator up skilling, training calendar, continuous education policies and hired resources to set up the L&D team. Besides building a function, key accomplishments include participating in a critical change initiative related to the performance management process and philosophy of the organization, facilitating change interventions to enable transition, leading the India roll out of a significant global change in the candidate interview process and being responsible for the L&D infrastructure set up and transition during one of the biggest acquisitions for the entity.

Feb 2008 – Apr 2011 · 3 yrs 2 mos · Gurgaon, India

• As Manager, Leadership & Employee Development, led the center wide job rotation project that enabled rotation between operations and support functions, supported conceptualization and implementation of the Leadership Readiness Program for Asia Servicing, supported development requirements for a 1200+ strong risk/credit business through design and roll out of interventions on a need basis.

Feb 2005 – Jan 2008 · 2 yrs 11 mos · Gurgaon, India

• Role included Implementation of OD solutions for the tech support business unit. Worked with the corporate team on the TNI and analysis of the results thereof. Supported design of interventions by sharing BU specific inputs, designed and facilitated interventions centrally and extended support on roll out of org wide engagement initiatives. The role entailed thorough understanding of BU specific development requirements, focused research to design interventions, up skilling on key interventions by attending TTTs and then customizing and rolling them out to cater to BU specific requirements.