Feb 2020 – Jul 2021 · 1 yr 5 mos · Gurugram, Haryana, India

• D360One Consultants LLP is in the field of HR consulting across leadership development, learning, performance management, compensation & benefits, industrial relations and building employee commitment.
• D360One Consultants LLP also focuses on individual development in emotional and social intelligence for personal development.

Sep 2019 – Feb 2020 · 5 mos · Noida, Uttar Pradesh, India

• I was responsible for setting up Paytm Services Pvt Ltd, a wholly owned subsidiary of Paytm, which would be responsible for providing manpower services to all other verticals of Paytm.

Jun 2017 – Sep 2019 · 2 yrs 3 mos · Gurgaon, India

• VE Commercial Vehicles Ltd. (VECV)is a US$ 2.0 billion Organization with 11,000 employees. It comprises of four business verticals – Eicher Trucks and Buses, Volvo Trucks India, Eicher Engineering Components and VE Powertrain. VECV includes the complete range of Eicher's commercial vehicles, components and engineering design businesses as well as the sales and distribution of Volvo trucks.

Jun 2015 – Nov 2016 · 1 yr 5 mos · Bengaluru Area, India

• Lead HR for India Operations.-Responsible for HR for Operations of Amazon.in in India from end to end comprising of total employee base of 25,000 and HR team of 60 across the country.
• Partner with business on workforce planning, succession planning, and skills assessment
• Review and analyze business unit data to identify trends and recommend solutions to improve performance, retention, and employee experience
• Work with line managers and employees to address all types of employee relations issues ensuring a balance in representing all parties’ interests
• Lead, develop, motivate and support the HR team to ensure excellence in service delivery
• Assess business unit’s human resources training needs and conduct 1:1 and/or group training sessions as appropriate
• Implement/administer/interpret corporate policies/programs/procedures
• Promote positive work environment
• Plan, manage and provide continuous improvement to all aspects of the client organization and leadership review process and the strategic objectives therein. This includes both annual and mid-year processes which focus on performance management and talent development.
• Partner with managers to retain, develop and motivate people to achieve their fullest potential.
• Working with business groups assess, create and implement innovative solutions for a variety of employee engagement initiatives within client group
• Provide ongoing support to the leadership team on human resources related matters, policies and procedures
• Provide compensation support including salary planning, approval of salary actions, promotions and job re-leveling
• Responsible for statutory compliance across all sites

Feb 2014 – May 2015 · 1 yr 3 mos

• Responsible for HR of entire Sales and Manufacturing for PepsiCo India Beverages covering 14 Company owned Plants across the country and 7 Sales and Distribution Units. This covers approximately 2,000 white collar employees across Functions and Locations besides about 2,500 unionized employees. Managing HR for business of approximately Rs.3,500 crores of business. Leading a team of 60 HR professionals..

May 2013 – Feb 2014 · 9 mos

• HR Business Partner for India Beverages in South & West India with 10 Company owned manufacturing locations and 5 Sales and Distribution Offices with close to 1,500 Executives/ Managers and 2,000 + blue collared permanant unionised workforce. Leading a team of 45 HR professionals across various locations from Gujarat to Kerala.
• This is over & above the responsibility of heading Compensation & Benefits for India Region across Foods and Beverages businesses for over 3,000 Executives/ Managers.

Mar 2011 – May 2013 · 2 yrs 2 mos

• Ensuring competitiveness with compensation with the market.
• Participating in external surveys on an ongoing basis.
• Ensuring high quality market survey with in depth analysis of market trends
• Improve overall efficiency of the following key C&B processes in terms of time and accuracy :
• Database management for all employees
• Job Evaluation using Hayes Methodology
• Systematically review the impact of changes in C&B policies from time to time.
• Review Benefits from a competitiveness perspective.
• Transparent communication of C&B policies,
• processes, across Businesses to ensure greater understanding.
• Work on expat compensation for movement of employees to India from overeseas locations.
• Ensure compensation fitments for new hires within India.

Sep 2008 – Mar 2011 · 2 yrs 6 mos

• I have headed HR for the South Market Operations of PepsiCo which has a turnover of INR 1.200 crores and manpower strength of 1,200 on Company rolls.
• Talent Management for 550 Executives and Managers in the Market Unit
• o Extending the Career Management Process below the Managerial levels to that of Assistant Managers and Executives where the career aspirations are captured and then development is linked to career aspirations of individuals
• o Re-enforce a performance driven culture by creating sharply focused accountabilities in the Objective Setting and Mid Year Review process through rigor of execution of PMS
• o Responsible for Employee Relations for 650 Executives and Managers across various locations in South Region for end to end HR
• o Responsible for Employee Relations for about 2,000 Contractual Staff across multiple locations in South Region
• o Responsible for Employee Relations for about 700 Unionized Workmen across 5 Manufacturing locations in South

Mar 2006 – Feb 2008 · 1 yr 11 mos

• Heading Human Resources for 2,500 employee BPO in JV with ClientLogic of US.
•  Competency framework had to be created across the Organization with differentiation based on proficiency levels as well as leadership hierarchy
•  Institutionalizing the PMS for the Organization and ensuring rigor in its implementation.
•  Developing a career management process capturing the career aspirations of the employees and then establishing clear linkages between career aspirations and development process
•  Institutionalized Assessment Centers as a process for promotions within the Company

Jul 2004 – Mar 2006 · 1 yr 8 mos

• Headed HR for the Sales Function of the then Hindustan Levers Limited (Now HUL) for the frontline sales function across Foods as well as Home & Personal Care.
• Introduced the Gallup Q12 framework for measuring and action planning on Employee Engagement for the entire Field Force
• Designing Assessment Centers for the Field Force and training senior Sales Managers internally to run the assessment centers covering 400 plus Sales Field Force across the country
• Developed Career Templates for Field Force and ensured linkage of training inputs with the career template
• o I was instrumental in creating a successfully running a Field Force Academy for running various courses on Sales, Activation, Infrastructure Planning, Distributor Management, as well as behavioral courses like Influencing, Negotiation, Leadership styles. The behavioral courses were designed and conducted by me while for Sales related programs, I worked very closely with Sales Leadership Team internally as well as partnered with Training Consultancies externally (eg. Doors, Franklin Covey, NIS Sparta).
• o I used the Managerial Grid Framework in understanding Leadership styles across various managers and therefore improve leadership styles at individual level.

Jun 1996 – Apr 2004 · 7 yrs 10 mos

• Joined as Management Trainee. After completing two stints as HR Manager for Saharanpur & Bangalore Plants, was the OD Manager from April '03 to April '04
• Instrumental in developing a competency framework for the Division. This included both behavioral as well as functional competencies (functional was restricted to 30 key role families). This was done entirely in-house through benchmarking with similar organizations as well as Focused Group Discussions.
• Designed, trained internally and implemented assessment centers and behavioral event interviews as a process of campus selection for Technical Function at all the IITs.
• Implemented a Development Planning System across the Division to initiate the process of assessing people on the competencies for their levels which was hitherto absent. This involved lot of internal training on awareness about the various competencies as well as how to provide feedback on the same.
• Designed training programs for Junior Level Managers on each of the competencies and personally conducted the same across the Division.
• Introduced the system of Managerial Learning Contracts to measure the ROI on training and therefore create a better business case for the same.