Bhawna Raj

HR lead, offering expert advice and strategic oversight on HR initiatives. Use HR experience to solve challenges, guide talent
management, and uphold best practices for the organisation.
• Identify and approach potential clients proactively to generate new business opportunities in UAE. Develop and implement
strategies aimed at converting these prospects into long-term business relationships,
• Deliver comprehensive HR expertise and mentorship to clients, assisting them in navigating workforce challenges and
accomplishing their organisational objectives. Provide customised guidance designed to foster client success and reinforce
enduring business partnerships.
• Direct permanent staffing function, ensuring the provision of high-calibre recruitment solutions aligned with client
expectations. Lead entire staffing lifecycle—including sourcing, selection, placement, and onboarding

Established and seamlessly transitioned HR Shared Services Centre for Tata Steel to ensure adherence to project timelines through
strategic collaboration with project teams and stakeholders. Elevated productivity by enforcing SLA compliance, streamlining processes,
standardising operations, and consolidating HR functions across geographies for maximum efficiency and improved experience.
Developed a robust tracking system for HR metrics to enhance data-driven decision-making and predictive query management. Resolved
escalations and conflicts efficiently by engaging stakeholders, clarifying concerns, and issue resolution.
Key Achievements:
• Revamped and re-engineered HR processes to improve efficiency, accuracy, and control, whilst minimising dependencies.
• Deployed advanced IT and business transformation tools for driving innovation and consolidation in HRM operations.
• Reduced overall HRM operational costs by 32% by strategically allocating resources, optimising processes, and leveraging economies of
scale.
• Strengthened communication between TSLs retained organisation and TCS Delivery Centre for fostering integration and alignment.
• Spearheaded domain training and knowledge transfer for TCS to drive skill retention and a culture of continuous learning.
• Delivered Wave 1 and Wave 2 transitions on schedule by demonstrating exceptional project execution and leadership.
• Optimised resource utilisation and successfully integrated 7 group companies by managing increased volumes with strategic
foresight and efficiency.

Lead full-cycle recruitment, developed and designed innovative sourcing solutions to attract and retain top talent. Maintained strong
talent pipeline to address current and future vacancies for maximising internal mobility through career progression, succession planning
and talent development initiatives. Developed and implemented a comprehensive campus recruitment strategy for engineering and
management trainees to ensure a steady influx of high-potential talent. Streamlined annual performance management & developed
rewards & benefits strategy, in alignment with business objectives and market. Crafted and updated people policies based on EE survey
insights, continuous improvement initiatives, and crisis response (e.g., COVID-19) to foster agile and employee-centric workplace.

Lead full-cycle recruitment, developed and designed innovative sourcing solutions to attract and retain top talent. Maintained strong
talent pipeline to address current and future vacancies for maximising internal mobility through career progression, succession planning
and talent development initiatives. Developed and implemented a comprehensive campus recruitment strategy for engineering and
management trainees to ensure a steady influx of high-potential talent. Streamlined annual performance management & developed
rewards & benefits strategy, in alignment with business objectives and market. Crafted and updated people policies based on EE survey
insights, continuous improvement initiatives, and crisis response (e.g., COVID-19) to foster agile and employee-centric workplace.

Led HRM for Marketing and Sales SBU of Tata Steel, aligning HRM strategies with business unit objectives and organisational goals.
Established a centralised HRM framework within M&S division for seamless integration with overarching organisational strategies and
KPI. Applied HRM initiatives within Marketing and Sales division for enhancing workforce engagement. Developed career progression,
internal recruitment, and mobility programmes, adapting to evolving business needs of division.
Key
• Strengthened internal communication channels within sales and marketing to build culture of transparency and active participation.
• Negotiated and finalised long-term and short-term agreements with Union for stability and mutual alignment.
• Oversaw governance and statutory compliance for a workforce of 1, 200+ contract employees for risk mitigation and regulatory adherence.
• Restructured and reorganised M&S division for enhancing operational efficiency and strategic alignment.
• Launched Medical Insurance/Mediclaim in partnership with CoE team for improving employee healthcare benefits.