Working on short and long term projects related to Talent Strategy, Performance Improvement, Attrition Control, Skill Development, and Employee Engagement across sectors. Presently engaged with an IoT based Fleet Management Startup and an FMCG company on HR Capacity Building projects. Expertise: HR Strategy, Change Management, Employee Experience Survey, Performance Management, Succession Planning, Job Description, L&D Interventions, Rewards Benchmarking, Talent Acquisition, HR Policy

Developed company’s HR policy and direction, and led all aspects of Human Resource practices including Performance Management, Rewards & Recognition, Talent Acquisition, and Leadership Development

Provided HR Consulting services across industries including Organization Restructuring, Assessment Centre, Training and Recruitment. Clients worked with were from Real Estate, Engineering, Oil & Gas, Energy, Apparel and Telecom sectors.

Manpower Planning & Recruitment * Led the Recruitment function, and managed the recruitment activities for national as well as international assignments at Dastur (having 3 direct, and 3 indirect reports) * Prepared Annual Manpower Planning Report for the organization in consultation with the Business Heads at Dastur to develop staffing strategies (entry-level, experienced) * Planned, designed and executed the campus recruitment strategy at Dastur * Restructured the entire campus recruitment process to bring in more focus on the company brand image, as well as to ensure intake of higher quality graduates from top engineering colleges ; * Built, developed and maintained relationships with campuses to ensure availability of top talents * Carried out interviews for all levels (from fresher up to Technical Director level) to ensure job-person and organization-person fit * Devised and monitored cost effective sourcing strategy for lateral hiring, yielding controlled costs & maximizing the use of available channels * Liaised with recruitment vendors to fill up urgent requirements; monitored their efficiencies regarding the same in order to maintain a Preferred Supplier List * Some of the achievements include: reducing the cost-per-hire by 30%; reducing the requirement closure time by 40%; increasing the first year retention rate by 25% ; ERP Implementation * Played the lead role in purchasing Oracle PeopleSoft as the in-house HRMS at Dastur. Some of the activities performed include: preparing the entire FRS (Functional Requirement Specification) for purchasing HRMS; comparing the products of several vendors for the same, identifying the right vendor to implement PeopleSoft, etc  Reduced attrition over 60% at the mid-level engineering positions at Dastur (www.dastur.com, employee strength: 2000+) (experience ranging from 10 to 25 years) by carrying out an organization-wide, targeted salary benchmarking exercise, and using the outcome to introduce for the first time, a performance-linked incentive program at Dastur. The initiative resulted in higher quality recruitment, increased talent engagement and retention, and higher ROI for the organization  Benchmarked the reward structure for key positions at Dastur on a regular basis to ensure competitive pay for the key talents. The structure was changed wherever appropriate, to recruit good candidates for key roles  Devised a 5 Year Retention Plan for the key talents at Dastur, to design & implement the Retention Plan of the employees. The Plan included a performance based staggered variable pay with retention bonus for the key talents

 Was part of a cross-functional team at PwC, responsible for driving the manpower planning module of upcoming hydropower plants in Bhutan. Carried out internal & external studies along with review of the existing manpower at other plants, benchmarked with similar plants globally, identified gaps, constructed predictive models and provided recommendations on the proposed manpower of the plants  Assisted two clients to redefine their Mission & Vision Statements for their organizations and formulate Strategies to reach the same. Redesigned Organization & Department Structures accordingly to optimize business performance  Assisted clients to transform their work culture and making them more performance driven. The process followed include capturing existing job duties of the unique role holders, identifying performance improvement opportunities, revising the Job Descriptions based on gap analysis, changes in organization structure, strategies and future business requirements. Accordingly, KRAs and KPIs were designed for their respective Balanced Scorecards and weightages assigned based on corporate & department targets  Assisted clients to assess the existing skill sets of their employees, identify their present and future training needs through workshops and one-to-one/group discussions, based on the corporate and departmental performance objectives  Identified and coordinated with external training institutes to develop short, medium and long term customized training programs for middle to senior management level employees in order to strengthen the competencies for leadership, strategy, technology, financial management, etc.  Other OD interventions taken up to improve training include designing specific courses for role competency, exploring twinning arrangements with other utilities, visit to international utilities, seminars and conferences, etc  Designed Annual Training Calendar and formulated policies to conduct training  Benchmarked the training policies of several high performing companies from energy & utilities sector while designing the training policies for the clients of PwC  Assisted clients to formulate their succession plans for senior management positions  Worked with two state owned power utilities on their ERP implementation program management projects

Literature research on: Resistance to change: the value of conflicts and arguments at workplace (published in Harvard Business Review, 04/2009)

Mostly Recruitment

Fisher College of Business, Human Resources

Engineering, Mechanical Engineering