Group HR Manager/HRBP
Averda International
Total years of experience :12 years, 10 Months
Reporting to the Chief Operating Officer (COO), this position heads the human resources for India & Africa Markets, delivering end-to-end solutions in strategic organizational design and development, talent management and acquisition, workforce planning, change management, leadership development and organizational diagnostics. The position act as a deep technical expert in the areas of project leader driving change, and team leader and coach for the HR Generalist/ Business Partner community.
• Primary Responsibility: HRBP - Morocco, Congo, India & South Africa
• CEO Mandated Projects: HR Transformation, Organization Design and Structure, Merger & Acquisition
Build the business:
• Define People Strategies for African & Indian Markets support the overarching ambitions of the business
• Develop framework for Group Talent Management Process including strategic human capital planning, succession planning and development planning
• Coach C- Levels and Country Managers on the Talent Management Strategy and Programs; on 80 - 20 Model
• Design the policies and contextualize to the local legislation impacting MENA, India and Europe; Partner with 10 BU HR Managers to develop and implement initiatives on HR service areas
• Process manage annual HR Budgeting along with Total Rewards Manager including high value initiatives on zero based budgeting
• Drive the change management process post transformation process like 3D, A- One, IPO along with big 4 consultants
• Establish the Global Business Center against business strategy; build the Brand/employer of choice by attracting local talent through a targeted employee value proposition
Run the business:
• Monitor overall FTEs cost and measure the level of adherence to the blueprint of each function & zone and the evolution over time of the number of FTE per process per market and per function
• Manage HR Operations process for Global Business Center, India - Projects, Commercial Expansion etc.
• Drive recruitment and employee development strategies and processes including onboarding, employee training and development, career management, reward and recognition, talent reviews, and succession planning
• Act as the primary point of contact in Global headquarters for People Transformation matters impacting FTE movements to network leadership, capability centers, defining footprint, design and end to end processes for all 12 functions
• Provide L&D leadership to the region (15000+ employees), including design, development and implementation of the program
Role Summary: The role was created in 2018 to set up the Talent & OD function for ACCBC. The position holder function as an internal consultant to leaders, advising on organizational effectiveness, especially the alignment of processes, systems and people to accelerate results. The position demonstrates business literacy about financial position, midrange plans, culture and competition of the businesses supported. The position reports to the Head of Talent, Group with a strong matrix alignment to the General Managers of the Supply chain and Sales. Owns the Talent management agenda for 3000 Employees, 50+ Nationalities who are located in the 13 countries where ACCBC Operates
Responsibilities Include
• Organizational Design & Development: Integrate Business & People Strategy through Org Design and Rationalization of Org Structure, Work analysis, restructuring and redundancies, and role trans- positioning
• Talent Management & Acquisition: Execute Talent Management Process including workforce planning, Talent Acquisition Strategy, Integrated Performance and People Review, Succession planning and development planning
• Capability Development: Set up the Learning and Org Development function from Scratch and design Company wise/local talent development initiatives/programs to enable realization of the business strategies in the region and support BU’s in talent development
o Provide L&D leadership to the region (3000+ employees), including developing L&D strategy, designing policies and procedures, budget planning, TNA, design and delivery of leadership, behavioral and functional learning
• Performance Management: Develop KPI dictionary based on the adapted BSC approach and propose Sales Incentive Structure with the new RTM Model
• HR Budget and Total Rewards: Participate in the HR elements of a budgeting cycle, including tender scoping to vendor on boarding
• Employee Engagement: Design, Develop and Deploy Employee Engagement Survey for ACCBC and create action plan specific to pain areas
• COE Ownership: Manage the COE and provide internal consulting services to Business leaders across the ACCBC in close partnership with the Sr.HR Business Partners and HR BU Managers. Support the business with acquisitions, managing the process from a HR perspective.
• Business Partnering/Stakeholder Management: Contribute to the business strategy by helping identify, prioritize and build organizational capabilities, behaviors, structures and processes.
Role Summary: Responsible for managing the strategy and operations of DP World’s Training & Development Center which caters to 18000 trainees per year across 30+ nationalities. Accountable for Workforce Planning, Recruitment, Performance Management, Gang Maps, Talent Development plans, Training Budgeting & Monitoring and primarily coaching 25 multi-skilled trainers & Instructors who are responsible for the DP World’s organized knowledge, skill development courses, research and development, training, learning & business support projects.
- Revamped the Job Design to - be structure on systems model; keeping FTE cost below budget | T1, T2, T3 (automation)
- Detailed 20+ unique roles with respect to job descriptions and KPIs and partnered for grade alignment
- Assist Managers in recruitment- guidance on creating job descriptions; conduct Pre-selection assessments.
- Developed and project managed on-boarding and integration program, including hiring manager templates, tools, and resources website.
- Created the framework of Talent Assessment and recommended the talent development strategy and implementation plans for Operations
- Coach executives and Line Managers to improve individual and team performance; assess, analyze data, and propose recommendations
- Supported functional heads for manpower planning and framework through productivity analysis; Designed hiring strategy and roadmap
- Managed the Annual Budgeting exercise & Course forecasting based on zero budgeting method for a budget of 15 Mn & have reduced the cost of delivery by 14% through introducing learning circles concept
- Gross Margin of + 0.7 Mn AED as a result of global scalability and enterprise-wide learning initiatives across 8 Countries in 2016
- Operating Profit Margin increased by 12 % (YoY) through accredited certification from City & Guilds in Safety Induction- Visitors (JAFZA)
- Created an action plan, and generated a revenue Jump of 0.37 Mn from 2015 to 2016 ( QoQ) by reinforcing Refresher courses
- Retention of 80 % young nationals through introduction of Potential Pair concept in Supervisor programs( 10 Months Program)
- Introduced the concept of Position matrix using advanced excel wherein 300 + positions were mapped
Role Summary: Reporting to the Vice President-Human Resources. The position acted as an HR Business Partner, Power Business (Transformational HR) for a multicultural and diverse span of 1700 employees spread at 3 locations. Managed Project & Operational team under the distributed delivery model, which involves creating the structure, strategy and framework for OD and TM, its successful advocacy, and adoption by key stakeholders and execution by the members of the team. Monitored and controlled the HR follow-up programs & adherence to budget, Resource management and Presentation of the early warning indicators
- Project Managed Organization Redesign and structure for Power Business along with McKinsey for 3.5 bn USD business
- Re-aligned the existing BU (power) structure and departmental processes based on to-be operating model
- Detailed the departmental structure and KPIs and conducted manpower planning for 1500+ staff employees
- Implemented cost savings of INR 10 Cr.+ (~10% of manpower cost) through O & M structure revision
- Managed a team of 2 in Talent Acquisition; Hired for more than 40 + positions and 300 + employees and 200 + Management & Graduate Trainees
- Project Manager for GPTW (Great Place to work for) which reduced attrition from 14.2% to 4.7 % YTD at BU; positioned organization in Top 50
- Diagnosed & refined existing Young Talent Management Framework retaining 100 % of Graduate & Management Trainee batch (3 Year Strategy)
- Designed career development policies like PDP's, PIP’s etc. and reward schemes like Business Manager of the Year, Biz Exec of the year
- Standardized Talent Analytics for various CG’s based on early warning Indicators & Proposed best practices based on research to reduce attrition
- Devised Compensation Strategy for Power Business in alignment to Group’s philosophy and managed compensation processes, benefits strategy, Merit Increase etc.
- Mapped 70 critical roles (Power Business) onto succession management system using CLC tool; Facilitated Deployment programs.
- Developed the workforce reduction strategy throughout FY13 due to a 30% reduction of coal production; impacted 15 % on Annual wage sheet
- Talent Profiling for 200 + Senior Managers; HI Pot’s Mapped on CLC Model for 300 + Jr Level Employees
MLL & LW 2011 University Of Pune -Pune
B-Tech -Electronics & Communication 2008
Higher Secondary Education-PCBM 2004 Marthoma HSE-Pathanamthitta
Secondary Education-SSLC 2002 Mount Bethany EHS-Pathanamthitta