Aug 2022 – Jul 2023 · 11 mos · Mumbai, Maharashtra, India

Aug 2021 – Aug 2022 · 1 yr

Aug 2019 – Aug 2021 · 2 yrs

• 1. Responsible for deploying the new ATS (Application Tracking System) used in hiring and instituted the change management techniques for recruiters to adapt faster to the new tool
• 2. Successfully led the campus hiring strategy of UTCL and completed the hiring of around 102 BTech and MTech students within 30 days. Successfully onboarded the engineers and inducted them to UltraTech Cement
• 3. Helped the business get more leadership participants by identifying business critical projects and ensured a smooth learning trajectory for them
• 4. Effectively positioned the roadmap of the three-year journey of Engineering Leadership Program by utilizing a combination of projects, On the Job Training, Learning interventions, innovation workshops, mentorship and leadership connect
• 5. Designed and rolled out the signature Onboarding process at UltraTech Cement by introducing personal connect in the pre joining phase, accessibility to all information and facilitating faster assimilation in the system with the help of buddy
• 6. Executed senior leadership hiring of critical positions and closed critical positions in Project Phase in less than 30 days

Jul 2017 – Jul 2019 · 2 yrs · Karwar Area, India

• Ensuring full 100% compliance in statutory requirements, safety regulations and labour laws
• Setting up an effective grievance redressal channel, adhering and resolving group and individual grievances
• A part of the management team, negotiating and arriving at an amicable solution pertaining to Long Term Settlement by following an approach of give and take and effectively measuring Productivity versus Cost
• An expert in handling data, primary source of data point in the Long Term Settlement Exercise
• Publishing quarterly newsletter capturing all the significant events at the factory

Feb 2017 – Jun 2017 · 4 mos · Mumbai

• Enhancing Talent Health of the Organization
• Roles And Responsibilities
• Defining metrics to assess Talent Health of the Organization
• Building Functional Competency Frameworks for all the functions against which the organization can make better selection, training and promotion decisions
• Role Profiling against the Competencies and Sub competencies to identify the role requirements for different positions and also to assess the gaps of role incumbents and successors
• Deployment of a tool to facilitate the Talent Process i.e. defining competencies, Doing role profiling, Recommending Training programs and tracking career movements
• Drawing up a training curriculum after discussing with Function Heads to bridge the gaps in skills
• Designing and rolling out the annual process of talent health assessment and bridging gaps for ABRL
• Key Learnings
• Integrated Talent Management Process
• Mechanism to build Functional Competency Frameworks
• Retail business and critical roles of the organization
• Method of succession planning
• Identifying Learning and Training needs of individuals and functions
• The method of scheduling for an effective Development and Assessment Centre

Oct 2016 – Feb 2017 · 4 mos · Renukut Area, India

• Talent Management
• 1) Detailed understanding of potential assessment, talent management framework, 9 box model and talent councils
• 2) Carrying out detailed career conversations with all high potential employees (65 in number) across different functions at Hindalco, Renukoot
• 3) Educating the plant heads and senior managers about the effectiveness of Talent Management
• 4) Identifying training need analysis ( functional and behavioral) and the likely future roles of all the high potential employess
• 5) Detailed data analysis and proposing recommendations on the basis on quantitative and qualitative feedback
• Learnings
• 1) Detailed methodology followed in succession planning
• 2) Talent as a process
• 3) Designing appropriate career paths
• 4) Working in collaboration and ensuring a strong line commitment in the talent process

Jun 2016 – Oct 2016 · 4 mos · Mumbai Area, India

• HR Audit (Group HR)
• Prepared structured questionnaires by taking inputs from relevant stakeholders to conduct Audit for different HR systems and processes such as PMS, Rewards & Recognition, Learning & Development, Talent Staffing and Organizational effectiveness
• Gained expertise in designing a HR Process Audit Framework
• Provided valuable insights for HR process improvements
• Designed excellence frameworks for PMS, Rewards & Recognition, Learning & Development, Talent Staffing and Organizational effectiveness on the lines of People Capability Maturity Model and EFQM to assess the approach and deployment of different processes
• E-Learning (Birla Carbon)
• Roles & Responsibilities
• To clearly understand the Carbon Black business, the manufacturing process of Carbon Black, the properties of Carbon Black and the different usage of the grades of Carbon Black so as to play a key role in designing the flow of the content for the e learning module
• To act as an interface between the technical team and the external vendor and to furnish all relevant information to the external vendor and facilitating their design of the module
• To get any critical information validated by the SMEs/technical team
• To streamline the flow of content and simplify all information in order to facilitate the learning

Apr 2015 – May 2015 · 1 mo · Bengaluru Area, India

• Evaluating the incentive scheme for the sales team at Britannia and proposing the way forward.
• Grasped an idea of sales and incentives by doing a proper literature review. Conducted detailed front-line sales interview for TSIs, PSMs and SOs across all 5 regions in India. Validated the interview responses and conducted detailed statistical analysis on CSC payroll data for 2 quarters. Benchmarked the sales incentive policy of Britannia with other Indian FMCG companies such as Marico., Dabur, ITC and Parle. Provided recommendations on the basis of interview responses, data validation and the best practices followed in the Indian FMCG industry

Nov 2010 – Jun 2013 · 2 yrs 7 mos · Kolkata Area, India

• Roles & Responsibilities
• Led a team of four in a module called Network Analysis which calculates the technical and commercial losses in a distribution system
• Developed an offsetting tool to automate the manual work for my project, reducing the configuration time of the data
• Handled vendors, validated quality of data delivered, and was the point of interface between vendor, client and senior management
• Imparted, organized and scheduled training programme for client in different towns in West Bengal on the roll out of project
• Key Learnings and Achievements
• Discerned client requirements and maintained good relation with client WBSEDCL by communicating and taking feedback regularly
• Managed the members in my team, supported and coordinated their activities which fall in line with the needs of the organization
• Acquainted the vendor with the intricacies of client requirements and improved the relation between vendor and senior management
• Mentored new members in the team, assisted them with knowledge transfer and helped them in their work for a smooth transition

Jan 2010 – Jul 2010 · 6 mos · Noida Area, India

• Title: Understanding the validation flow and developing multi module scenario for automotive SoC
• Understood the components of a 32 bit microcontroller and developed validation codes for System Timer Module and enhanced Direct Memory Access. The codes were developed for a particular System on Chip. Validated the codes for System Timer Module and enhanced DMA in C language and integrated the two modules on the particular SoC. Learnt the concepts of set-up and hold time in flip flops and used the concepts in synthesis and placement and routing which are used in the physical design process. Learnt the hardware description language called Verilog which is used to design and verify digital, analog and mixed signal circuits.