Partner

• May 2021 - Present

Senior Management Consultant

• Apr 2020 - Present

* Part of Selection Panel for Identifying CEO/ MD * Leadership Coach for senior Management focusing on Change management * Working with Leading leadership Consultant on Assessment centre as an assessor and interviewer for some Nationalized Banks * Setting up a HR department for a new start-up – with competency identification, recruitment, policies etc* Interviewing and Editing a Coffee Table with interviews from senior market leaders * Part of Selection Panel for Identifying CEO/ MD * Leadership Coach for senior Management focusing on Change management * Working with Leading leadership Consultant on Assessment centre as an assessor and interviewer for some Nationalized Banks * Setting up a HR department for a new start-up – with competency identification, recruitment, policies etc* Interviewing and Editing a Coffee Table with interviews from senior market leaders

Executive Director Human Resources

• Mar 2017 - Mar 2020

India has one third the employees for MSCI and I headed the HR BP function for India site . The role was to coordinate with various functions within HR and also compliance , legal and the business. Managing Employee engagement , employee career growth, addressing their grievances were a few key goals for this role. India has one third the employees for MSCI and I headed the HR BP function for India site . The role was to coordinate with various functions within HR and also compliance , legal and the business. Managing Employee engagement , employee career growth, addressing their grievances were a few key goals for this role.

HR Director

• Oct 2012 - Sep 2016

• Successfully led HR strategy through a period of both organic and inorganic growth, implementing a key raft of both operational and strategic HR programmes. Number of offices increased from 11 to 13 in 12 months.• Improved operational efficiency of the HR organisation through an aggressive strategy of outsourcing and HRIS optimisation. Headcount increased by 45% over 12 months and attrition rate reduced from 11 to 9 percent. The Employment Engagement score increased by 15 points to 75 %, over a one year period..• Created the HR Support team on executive compensation, leadership development and Hi Po identification.• Designed and implemented a Performance Incentive model based on job levels, competencies and rolesDesigned a Succession Planning structure for 2 levels below CEO.• Redesigned development function to align with business needs and derive Training Needs and programs from segment specific and real-time demands• Successfully led a new cross-border leadership and mobility programme, focused on developing critical leadership skills through mobilisation of high-potential key talent.• Several successful initiatives including new recruitment processes that achieved a 15% reduction in recruitment costs • Executive Coach to all levels of management, working with assessment tools and 360 degree feedback on both fast track and remedial issues.• Managed a variety of employee training programs -- company-wide Performance Management, Code of Conduct, Sexual Harassment, new Manager Toolkit, Career Development and Diversity Awareness

Director

• Sep 2009 - Sep 2012

Freelance assignments and part time work gave insight into a variety of practical HR challenges across many industries. • Visiting Professor at Goa Institute of Management and IBS, Mumbai in Organisational Behaviour, Business Communication, Talent Management and HRM• On selection Panel of IIM , Indore • Assignments with Mercer India, DDI , Prana Studios ( Pixar in India ) , Dorf-Ketal and others. The range of activity includes Strategic Plan for Senior Management , Goal setting exercise, Mentoring, Succession Planning, Job Mapping, Role Plays, Behaviour Interviews, Analysis of Personalities, Climate survey, Compensation and Benefits study, Implement HRIS system , develop and implement HR policies and procedures.

VP HR

• Jan 2004 - Oct 2008

Aon is the leading Insurance broker in the world with 13 offices in India.Key responsibilities / Achievements: The matrix organisational structures required me to report and liaise with the Regional Office in Hong Kong on a regular basis, to ensure our work in India stayed consistent with global policies while meeting our unique requirements. In India reported to the Chairman and CEO and was mandated to set up the HR departmentAll administrative polices were complied and adapted for Indian scenarioDesign, roll out and administer the Performance Appraisal System for all staff Talent Management and Development included training programs and Career planning policies Introduction and institutionalising the Balanced Score Card approach Succession Planning and Mentoring were developed and implementedCompensation Strategy and PlanningScientific Performance bonus schemes with focus on the Performance - Pay linkages. Involved in identifying long term strategy for Company with the CEO and Director HR; Reason for Leaving: Resigned since the insurance industry in India has not yet opened up and their plans of opening more offices and growing had slowed down.

Human Resources Manager

• Apr 2001 - Apr 2003

It is one of the largest privately owned companies in the UAE, comprising a Travel Agency, Call Centre and the agency for Ford, Peugeot, Samsung and other leading motor vehicle brands.Key responsibilities/ Achievements: Reporting to the Managing Director was primarily for ...Developing the blueprint for restructuring and identifying long term strategy for Company and HRSet up the HR department by developing company policies, procedures, evolving and implementing appraisal process, training need analysis and implementation of training calendar, were few of the key projects I was responsible for. Reason for Leaving: Resigned since family had decided to relocate to India

Assistant Personnel Manager

• May 1995 - Mar 2001

• Built and developed an operationally sound and responsive HR team.• Handled “Project Red Sea” Restructuring , Change Management , cultural challenges and family counselling were key to making this project successful within a 6 months’ timeframe.• Developed and led Project “Can Do”, an outdoor, Organisational Capability Transformation 6 month program with a focus on handling cultural challenges & developing leadership. With a personalised feedback from a clinical psychologist we administered the tools and over 6 months the objectives of the program were attained. • Analysed key training needs, and designed, delivered and evaluated a range of instructor-led, computer-based and self-paced training programmes to meet business objectives and develop High Potential key talent.• Handled smoothly, HR / IR and morale challenges for multicultural factory work force of over 500 , from 16 nationalities operational 24x7. • To diagnosed & implemented HR programmes consistent with global standards, while taking into account the business and regulatory environments of 8 separate offices• Was Project Leader from HR for PeopleSoft implementation in UAE offices

Administrative Manager

• Apr 1994 - May 1995

A General Trading Company where as Manager , my responsibilities included preparing feasibility studies with financials for potential projects , marketing and finance . A General Trading Company where as Manager , my responsibilities included preparing feasibility studies with financials for potential projects , marketing and finance .

Branch coordinator

• Oct 1989 - Apr 1994

SCHIL is the Securities Bank in India. Its function is to provide infrastructure facilities in trading, clearance and settlement services in the secondary market for securities and monetary instruments. Key responsibilities/ Achievements : Initially joined the Finance Department and then selected to HR .Helped develop an All India Selection system which was impartial, extensive, efficient and effective. It is a combination of Psychometric Testing , Group Discussions and panel interviews.Emphasis on enhancing and motivating knowledge workers and used techniques like Induction, refresher, on the job, outdoor exercise and rotational training - all with regular mentoring. Performance review was done with a combination of Self Appraisal, Inverted Appraisal and Peer Appraisal. The results were used to identify training needs and aid in promotion and development for the employee. Succession planning also was an effective outcome of the Appraisal process.