GM HR
Lupin Ltd
Total years of experience :16 years, 10 Months
Working as GM-HR with responsibility of Tarapur HR functional support to Lupin Ltd of $2.06 Bn (Pharma business).
Job content: Responsible for business HR/IR support viz. Talent acquisition, Recruitment processes, PMS, Retention policies, IR/ Employee relations matters of plant locations, 100% compliances, Training & development for Tarapur plant having 2500 employees.
Talent acquisition: Tap the source of top talented candidates and negotiate with recruitment agencies to reduce cost by 10% for business with lower TAT. Introduce alternate solutions.
HR initiatives: Implement the various HR initiatives with HR team (11 no) for plant employees in consultation with segment heads, development of strategic HR solution to enhance the peoples’ performance & retention. Prepared agendas to improve business results thru clearly focused Leadership development program supports as per corporate guidelines.
Conducted employee engagement surveys with 99% participation & improved GPTW survey results (thru Great Places To Work). Implemented IMPACT planning process.
Managed the Human Resources function & implemented policies and procedures; managed employee relations in accordance with employment law with responsibility of all India Sales HR & Corporate HR for the organization.
• Carried responsibility of overall HR support in areas of Talent acquisition, Recruitment processes, PMS, Retention policies, Training & development for PAN India.
• Talent acquisition: Tapped the source of top talented candidates and negotiated with recruitment agencies to reduce cost by 30% for business with lesser Turn Around Time.
• Training & Development: Identified the developmental opportunities for sales employees in consultation with segment heads, developed initial process of succession planning as a strategic HR solution to enhance the peoples’ performance. Prepared agendas to improve business results thru clearly focussed high learning opportunities.
• Compensation review: Completed annual compensation review post PMS process for 2800, analyzed comparative data, finalized the recommendations & sought business approvals from Board.
1. 3.3 years at Piramal Enterprises Ltd., Hyderabad as General Manager-HR& Admin (Jul 2010 -Sept 2013) . Joined as Chief Manager from Jul 2010 & promoted to General Manager. Responsibility of A.P. regional HR support to Piramal Healthcare (Pharma solutions) business ($80 Mio)
➢ Job contents: Responsibility of business HR support in areas of Talent acquisition, Recruitment, PMS, Retention policies, Employee engagement (PCI Coffman), Training & development, Manpower budgeting & planning thru Accenture model, change management etc. for A.P. region.
➢ Talent acquisition: Instrumental to build and source pipeline of talented candidates, maintain Data bank of potential candidates and liaise with recruitment agencies as per business requirments.
➢ Facilitated Employee engagement surveys & measurement of Grand Mean (PCI Coffman) . Supported IMPACT planning processes and subsequent implementation. Plan, conceptualize, train & lead the BANDHAN (EE 2.0) activities for business to improve the overall GM of Employee Engagement.
➢ Facilitated OD intervtion program to achive businees objectives for unit success by different HR process / structural intervention.
➢ Implemented various CSR (Corporate social responsibility) programs for business success, co-ordial relationship with various strata of society. (Viz- 'Clinic on wheel', Medical camps, Local school & scholarship support etc)
Responsibility of Andhra Pradesh regional HR functional support to Piramal Healthcare of $80 Mio (part of Pharma solutions business).
• Handled the responsibility of end-to-end HR support in areas of Talent acquisition, Recruitment, PMS, Retention policies, Employee engagement (survey -PCI Coffman), Training & development, Manpower planning & budgeting -Accenture model, change management, Union matters etc.
• Talent acquisition: Built the source & pipeline of talented candidates, maintained data bank of potential candidates. Re-negotiated with recruitment agencies to reduce cost by 35%. Developed strong employee referral scheme & saved cost in tune of INR 1 mio.
• Conducted Employee engagement surveys with 99% participation & improved grand mean from 3.76 to 4.35 (thru PCI Coffman). Implemented IMPACT planning process and subsequent outcomes. Conceptualized, trained & lead the EE activities (BANDHAN-EE 2.0) for business improvement by improving overall grand mean.
• Ensured regulatory/ other statutory compliances in the Business and Companies Act. Provided inputs to Corporate HR group reward team with region specific input based on Hewitt Benchmarks studies and Best Practices for Compensation corrections.
• Implemented Job description process for the Business unit as per Corporate HR guidelines. Ensured the calendar implementation of goal setting, performance appraisal process completion for 1800 employees’, normalization of Bell curve and communication in the Business.
Lead the PAN india HR responsibility for 3 manufacturing plants, Sales & marketing team.
Successfully completed the various HR projects at Pan-India level i.e. Due-diligence, M&A, Integration & alignment of HR policies for acquired business of Gwalior chemicals with investment of 550 Cr. ($100 Mio).
Completed cost efficient Talent acquisition, Initiated strategic recruitment processes (RPO) & completed 250 recruitment within 4 months, PMS improvement, Implemented Sales force retention policy, Employee satisfaction surveys, Training & development, OD interventions, Talent management. Successfully lead & implemented SAP-HR practice for India in co-ordination with global HR team. Timely initiated amendment of HR policy’s for India (Viz. C&B, PMS) as per business demands.
• Talent acquisition: Identified need of ‘Human Capital’ for business by liasioning with staffing agencies. Sourced & built pipeline of top talent candidates. Shortlisted the APAC level candidates at BU-head level by innovative sourcing of Talent, Lead Talent management activities by strategizing supportive HR policies such as Leadership Development Programs/LAMP. Translated business plans into HR strategy for relocation & re-commissioning of manufacturing plant. Evaluated organization structure, Job design, forecasted manpower requirements for green-field project. Designed various dashboards as required for Business decision making
• HR Projects: Played Key role in providing support on various ad-hoc strategic business projects including Due Diligence, Integrations & alignment during mergers & acquisitions, Succession planning, Launch of Employer branding in India, workforce analytics & employee communications.
• Global assignments: Travelled to Gernamy, Austria, Hong Kong, Shanghai for various HR assigments, Conferences to participate in Global projects. Attended training courses at Hongkong, Shanghai for SAP HR implementaion, Employer branding in India
