Aman Thapa

Accountable for the HR Charter of the Region (14 countries) covering an employee base of ~1, 200 colleagues, reporting to the Global CHRO. Leading a team of 15 HR professionals, enabling the business to effectively drive service delivery, building a fit for purpose, engaged, agile organization.

• A key member of the Global HR Leadership Team. Co-created and led the HR transformation plan, establishing and deploying the building blocks of HR to create an eco-system enabling the organizational growth ambition
• A key member of the Regional Leadership Team. Delivered both topline & bottom-line growth targets. Partnered with business leaders on multi-pronged organizational transformation, productivity and optimization initiatives
o Right aligned the area leadership structures, resulting in 8% organizational growth
o Restructured the Middle East area, resulting in a cost saving of ~USD 500, 000
o Improved operational productivity and CSAT scores by over 10% by centralization of key operational processes
o Expanded operational footprint across India, Sri Lanka and the Middle East
• Shaped an empowering, progressive and collaborative organizational culture, through defining and implementing a coherent HR Roadmap & aligned processes
• Championed the Diversity agenda, increasing women in key managerial roles by 20%
• Achieved over 80% engagement scores with a participation rate of 82%, making the region the most engaged across the global organization by progressively building leadership ownership to drive cultural change focused on inclusiveness, communication, connect and rewards & recognition
• Enhanced Talent Acquisition effectiveness while enabling large scale ramp ups and transitions to the service centers, delivering a cost saving of ~USD 600, 000 in 2021. Hired over 400 positions
• Implemented the people review process defining the key talent strategy. In year 1 of deployment successfully augmented key talent mobility significantly
o Targeted development plans and fast track movements for high potential colleagues. Achieved over 50% movement to key roles from the identified resource pool
o On point successions plans, driving the build Vs buy talent decisions. Achieved over 80% internal movement rates to Key open roles
• Project Partner from conception to “go live” in the successful implementation of the Global HRIS, resulting in driving data accuracy to beyond 98% and enhance the employee experience across phases of the employee life cycle
• Designed and implemented a globally aligned job framework, creating a foundation to craft career progression paths and strengthen the supporting learning and development framework

Head HR partnering for Area Arabian Gulf (5 countries) with key focus on employee engagement, talent & performance management, talent acquisition and managing operational restructure across the area.
Additionally, as the strategy ambassador, I was responsible for driving business initiatives towards achieving the global organizational strategy.
• Improved organizational effectiveness by transforming the HR function from an administrative function to one with focus on processes, engagement and talent development
• Enhancing managerial effectiveness through coaching by establishing a leadership feedback mechanism
• Invigorated a performance culture through re-structuring the performance & compensation management process by making it more objective, constructive, timely and linked to results
• Successfully delivered a challenging large-scale operational restructure and the transition to the quality service center, ensuring key talent retention and redeployment, while driving process and cost optimization

Led the entire gamut of people processes for about 400 employees based out of 9 locations across India with a key focus on HR partnering, talent management & retention, HR processes and compliance, for both the agency and the shared services organization.
• Set-up and standardized HR processes and policies driving transparency and enhancing credibility leading to a cultural change
• Launched the employee engagement charter, resulting in managing attrition levels at below 10%, a key driver through the merger process
• Managed the HR integration, people and process transition and wind down post-merger with Hapag Lloyd for the India Organization

HR partner responsible for engagement, performance and talent management for a knowledge intensive employee base of about 500 spread across India, Philippines and China, supporting various Maersk group companies. Created winning synergies by being a trusted advisor to leadership across Europe, Asia and India.
•Increased engagement levels by 3 to 11% across business units managed
•80 +% movement to managerial / critical roles internally via effective succession and talent plans
•Part of the core team for the global project “My career” for the creation and deployment of the new career framework. Managed the change management process and trained business leaders

Led Talent Acquisition with a team of 4, efficiently delivering the human capital needs of about 75 a month with a focus on increased recruitment effectiveness and driving cost leadership. Optimized vendor partnerships by 48% and increased referral contribution in the source mix to above 45%. Managed the implementation of SAP E-recruitment module and ensured 100% utilization and compliance. Led cross geographical teams on projects to enhance candidate, vendor and stakeholder experience.

Led Talent Acquisition (sourcing) with a team a 6 delivering human capital needs of about 200 a month, with an emphasis on increased sourcing effectiveness and profitability. Increase the contribution of the internal sourcing channels and concurrently enhance employer branding. Managed vendor partnerships and relationships. Promoted an equal opportunity culture with a focus on driving diversity.
Part of the HR - Recruitment integration team. Set up and stabilized the recruitment sourcing function at Eserve (a Citi Group company) post acquisition, within a 90 day widow.

Led and managed recruitment, training and HR services with a team of 30 across verticals like sales, finance, ITES, Manufacturing& engineering & IT. As a part of the management team, I was responsible to define the organizational strategy and drive profitability. Managed the entire gamut of HR functions for the firm.

Recruitment and Training

Effectively managed all stages of the executive search cycle and training delivery with a focus on building customer delight and organizational profitability. Set up the leadership hiring vertical and designed the new hire onboarding tool kit.

Instrumental in setting up of the Chennai facility in a 45 day window. Responsible for training delivery in the areas of soft, behavioral and product skills in the south of India, and general office management

Worked in the areas of customer service, sales, data capture, appointment setting, and research and business development with the U.S, U.K, and Australian Markets. Additionally, delivered on the job training for new hires.