Partha Sarathi Barman (Major)

COO & Co Founder at Quinfy Technology Private Limited
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Contact Information
us****@****om
(386) 825-5501
Location
Mumbai, Maharashtra, India, IN
Languages
  • English Full professional proficiency
  • Hindi Professional working proficiency
  • Bengali Limited working proficiency

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Subrata Banerjee

I was working under Partha Sir , he was very helpful for team & others also in professional & in personal life too with proper guidance . He has logical answer for all the quarries . He believes in freedom at work .Its being a wonderful experience working with him and got a good learning experience. He was the best Boss as I have ever seen in my carrier . I still miss him .

Deepak Ranjan

Major is a great great human being with multi-faceted talents. Maintains cool in tough times, may be an asset he carried forward from armed forces...

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Credentials

  • Ccertified Psycometric Analyst
    Indian Institute of Business Psychology
    May, 2013
    - Nov, 2024
  • Certified Performance & Competence Developer
    Carlton Advance Management Institute- USA
    Jun, 2012
    - Nov, 2024
  • PG Diploma in HRD
    Institute of Human Behaviour Development
    Jun, 2009
    - Nov, 2024

Experience

  • QUINFY
    • United States
    • Human Resources Services
    • 1 - 100 Employee
    • COO & Co Founder
      • Aug 2019 - Present

      Background Verification and Talent Market place on block chain platform. Background Verification and Talent Market place on block chain platform.

  • HRLogica Talent Solutions
    • India
    • Human Resources Services
    • Principal HR
      • Jun 2018 - Present

      HR Technology,Artificial Intelligence (AI) & Machine Learning (ML) based HR Solutions, HR Transformation & Consultation, Talent Augmentation HR Technology,Artificial Intelligence (AI) & Machine Learning (ML) based HR Solutions, HR Transformation & Consultation, Talent Augmentation

  • Karvy Digikonnect
    • India
    • Outsourcing/Offshoring
    • 300 - 400 Employee
    • DGM-HR (HRBP & Talent Acquisition)
      • May 2017 - May 2018

      Moved from Sutherland under BTA.Managing end to end HR for multiple locations in West to include HRBP and Talent Acquisition . Process improvement , Scalability model for HR, Talent Acquisition and stabilization of business and Processes, HRBP, Talent Management Volume Hiring.LOB: Telcom, Retail, e-com, BFSI Moved from Sutherland under BTA.Managing end to end HR for multiple locations in West to include HRBP and Talent Acquisition . Process improvement , Scalability model for HR, Talent Acquisition and stabilization of business and Processes, HRBP, Talent Management Volume Hiring.LOB: Telcom, Retail, e-com, BFSI

  • Sutherland
    • United States
    • IT Services and IT Consulting
    • 700 & Above Employee
    • Director-HR
      • Sep 2013 - Apr 2017

       BPO/ITES. LOB- BFSI, Telecom, Mortgage,Retails, Travel FAO, Analytics, Researchboth Domestic & International)  Responsible for providing end to end HR Business Partner support and seamlessly acting as strategic business advisor for multiple LOB’s in a highly matrix environment. Talent Acquisition : Partnering with Hiring team to ensure hiring fill rates are maintained and on-time hiring is done (98%). Also ensure that hiring is done meeting the overall budgets. Drive employee referrals. Employee Life Cycle Mangement: From hire to retire all activites during the course of employement. Attrition Management: Was successful in bringing down the overall site attrition from double digits to single digit and presently holding it fewer than 5%. Doing RCA and parenting with SD ensure that leakages are plugged and rigorous employee connect through engagement is maintained. Drive EWS accuracy and drive retention strategy (40%) Business Partner: Managing work force ratios esp Budgeted vs actual HC. Strategic inputs on manpower and costing, compensation during bid negotiation. Talent Management : Bottom quartile management ,HIPOT career planning, succession planning, identifying ready talent pool for vertical or lateral movements through ICP. Work with L&D teams in TNA and specific training intervention as required by a vertical. Build Vs Buy. PMS : Partnering with SD for Goal setting and KRA settings.Coaching Managerial staff on PMS , administration of PMS , Normalization and closure. Managing Client Audits and Third Party Audits with Zero defects. Employee Engagement: – Site Councils,HR calendar for engagement activities , Focus Groups, Skips,Town Halls, HIPOT Coffee Sessions. Administration of HAY’s Employee Engagement . Employee Relations and Investigations incl. POSH.  Business Transtion and Employee Communication.

  • 3i Infotech Ltd.
    • India
    • IT Services and IT Consulting
    • 700 & Above Employee
    • Associate Vice President-HR
      • Jun 2007 - Jul 2013

      Handling end-to-end HR for IT , Managed Services , BPO business . Also managed UAE operations . Holds the distinction of building a specialized team at multiple locations for the service and sales team of DMS while launching new products.  Ensured stabilization of process for the subsidiary companies in the location spread across the branches in BPO. Manpower Budgeting & Resourcing: Proficiently handled the talent acquisition for 500 technical staff for Managed Services Project across 9 Eastern & North Eastern states within prescribed time and budget allocated for the purpose.  Handled large staff augmentation for BPO on Pan India basis successfully. Esp. Voice operations for Telecom client Managed the system integration during the mergers and across multiple locations.  Initiated OD activities which involved Competency Mapping for BPO, Town Hall Meetings, Feedback Mechanism, etc. for employee engagement.  Pivoted the Employee Engagement, Reward Activities during the recession to maintain employee morale. Introduced SPARSH for on-site employees. Re-vamped Organizational Structure & HR Policy Reviews.  Conducted employee performance appraisals for 1200 employees for BPO (North & East Region). Rolled out the Document Management System for HR on Pan India basis there by increasing the operating efficiency with in the deptt. For real time access to documents. Also was a part of Reach HR Project Team. Talent Management – Career planning, HIPOT management, Talent Management & JD interviews, aligning training needs with employee development needs and conduct modules. Coaching of Supervisors, Managers W.r.t Company values and policies, Team handling, Performance Management administration, KRA setting etc. Handled all Separations without any escalations. Streamlined BPO settlement which was pending for more than a year and old. Streamlining and supporting Middle –East HR Operations (Off –shore Support)

  • Century Plyboards (I) Limited
    • India
    • Wholesale Building Materials
    • 700 & Above Employee
    • Senior Manager-Corporate HR
      • Mar 2006 - May 2007

      Was responsible for setting up Corporate HR deptt. Deftly used the e-recruitment tools for handling the recruitment of the top management personnel.  Suggested and implemented  Policy Manual Revisions for the Perks & Benefit Charts, Employee Benefit Administration like Mediclaim, Car/Bike Policy and Employee Loan Scheme, etc. for ensuring employee satisfaction. Revised the New Performance Appraisal System Self Appraisal Systems from Supervisors and above. Holds the distinction of introducing: Assessment Center for hiring senior and critical resources. New Hire Orientation by Conducting New Hire Orientation Basic Sales Force Training for Sales Force & Assimilation Programs for Managers. Carried out Organizational Climate Survey and implemented the outcome for ensuring the motivational level of employees in the organisation

  • Octagon Software Pvt Limited (International BPO)
    • Assistant Vice President-HR & Admin
      • Oct 2004 - Mar 2006

       Formulated recruitment advertisements for bulk hiring and followed the proceedings till the Agent going live on floor. Was responsible for manpower growth by more than 100%. Handled Workforce Management and maximum seat utilization. Talent Management –esp mid-level executives. Deftly introduced: Standard Operating Procedures for both HR & Admin. and integrated the existing ones as per the changed scenarios.  HRIS and Salary Management system. A standard module for New Hire Orientation. (NHO) Proficiently brought down the  Attrition level by 20% . Transport and administrative costs by better rate negotiations and resource utilization.

  • BNKe Solutions Pvt Limited (International BPO)
    • Assistant Vice President-HR & Admin
      • Feb 2002 - Jul 2003

       Formulated recruitment advertisements for bulk hiring and followed the proceedings till the Agent going live on floor. Was responsible for manpower growth by more than 100%. Handled Workforce Management and maximum seat utilization.  Standard Operating Procedures for both HR & Admin. and integrated the existing ones as per the changed scenarios.  HRIS and Salary Management system. A standard module for New Hire Orientation. (NHO) Proficiently brought down the  Attrition level by 20% . Transport and administrative costs by better rate negotiations and resource utilization.

  • Indian Army
    • Defense and Space Manufacturing
    • 700 & Above Employee
    • MAJOR
      • Mar 1995 - Mar 2000

      Was responsible for Operations, Administartion, HR and logitics. Responsible for 100 plus manpower Was responsible for Operations, Administartion, HR and logitics. Responsible for 100 plus manpower

Education

  • Indian Institute of Management, Indore
    Certificate Program in Startegic Thinking
    2016 - 2016
  • Symbiosis Pune
    MBA, PM & IR
    1998 - 2000
  • Osmania University, Hyderabad
    Bachelor of Arts - BA
    1993 - 1994
  • Institute of Hotel Management
    3 yrs Dip;oma in Hotel Management
    1988 - 1991
  • Kendriya Vidyalaya
    Physics,Chemistry,Maths,Biology
    1986 - 1988

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