This involved fundamental changes to the HR structure and continuous monitoring of the HR function for over 2 years so as to bring HR closer to the ‘business’.
Transformation of people practices to convert a family-business into a professional Organization with highly motivated employees and low attrition
Conducted an in-depth external diagnosis to highlight the reasons for low motivation and high attrition among employees which resulted in restructuring the organization, redesigning compensation philosophies and revamping of key HR policies to create a more professional, open and meritocratic organization.
Worked with the global HR team in Paris to create grades and corresponding compensation bands in line with industry benchmarks. Defined the HR handbook with key HR policies for all employees in the new Company. Provided advisory on optimal HR practices for recruitment, compensation, and employee management. This resulted in creating an attractive, fair and equitable workplace for new and existing employees with a ‘smooth’ launch of the new Company.
Revamped the selection process for the KPO of a large global bank which comprised identification of key competencies required for effective performance, creation of a focused interview toolkit along with extensive retraining of all interviewers in the Organization. This resulted in a significant reduction of recruitment ‘mistakes’, and enhanced the Organization’s ability to select the right person for the right job.
which spanned the key leadership development touch points from identification and assessment of leaders to creation and implementation of multiple developmental interventions. As part of this global program, roped in some of the world’s best strategic thinkers to upskill the Organizational leaders. This resulted in a tremendous step-jump in identifying leaders across levels and developing capability in a structured, systematic manner to align with the Company’s growth goals.
Created a career lattice for the KPO of a large global bank to clearly define career progress tracks for all roles across functions
The key challenge in this case was to map a career progression lattice for employees across functions and roles .This involved resolving inter business unit complexities to arrive at a comprehensive identification of unique ‘roles’ in the Organization , followed by a detailed technical, functional and behavioural competency map required for employees to move upward /laterally. This resulted in greater transparency of career growth decisions and provided employees with a structured career map for the first time.