Head Talent Management and Organizational Development Resume Example

Adani Group a is leading with diversified businesses across resources, logistics, agribusiness and energy sector, 10500 people strong and net worth of $7.1 billion. My role was to enable the formulation of “Talent Management” policy across the various divisions of the group for the top 200 roles.  
• Assessment of the talent management practices through Identification of Critical and Feeder Positions at across the Power, Port, Agro Businesses, Coal Mining & Trading divisions of the group.
• Creation of Critical Role/Position and Identification Diagnostic Tool/Inventory.  
• Apply the High Potential (HiPO) Management Process and 360 Assessment to enable identification of High Potential Individuals and successors.  
• Redesign the process guidelines of the Group's operational policies
• Performance Management System (PMS),Performance Diagnosis and KRA system for Job Level 1 and Top Management across the group.  
• Performance Planning and Review Process for CEOs   o   Consequence Management for under and poor performers
• Redesign and implementation of Promotion, Progression and Annual Increment Process
• Create Mentoring Framework o   Design of Career Management Framework    
• Led a comprehensive [Training type] training for [Number] staff members.
• Revised the Adani  Managerial & Leadership Competency  Model, through revision of Key Behavioral Indicators (KBIs) and the purpose of instituting Competency Based Practices  
• Design of Leadership Traits and Competency Model  for top 200 executive positions globally  
• Assessment and Development of the for top 200 executive positions globally,
• Redesigned the Adani Business Manager/Leader Program for the new recruits from premier Management Schools

Minacs is a leading multinational BPO organization 14,000 employees globally, Operating in US, Europe, Canada, Asia-Pacific regions, head quartered in Toronto, Canada.

• Design and Implement Organizational Development and Talent Management interventions across the entire organization in North America.
• Competency Modeling and Creating Competency based Human Resource Management System for the organization at a corporate and regional level
• Organizational change management and organization effectiveness Process through the review/implementations of action plan based on Organizational Health Studies(OHS)  
• Responsible to monitor, direct and oversee development of corporate training programs, review organizational needs and create an effective learning framework including development of training strategies and solutions, Training Needs Identifications and associated L&D interventions acrossall levels of the organization
• Implementation of Leadership Assessment tools, create leadership development plan and associated interventions  
• Performance Management system, KRAs setting, Performance feedback and Counseling, Designed MBO based approach of performance evaluation globally
• Implemented the Learning Management System (LMS) for the North America Operations which included e-learning, Instructor Lead (Instructional Design) process,  Computer based Training.                                                        

Provided consulting services for multiple clientele to enable Talent Management and Organizational services in a global perspective. The clientele were for business services ranging from IT services to HR management, with employee strengths ranging from  50 to 200.

• Competency Models Competency based Integrated Human Resource Management System across roles in technical, functional, Managerial and Leadership
• Revision of Performance Management System and Learning and Development Process,
• Provide guidance for enhancements in  policies and guidance supporting Leadership pipeline management, and Career Planning at the respective job levels.
• Conducted 360 Degree evaluation to enhance the <>
• Design and scheduled an effective Change Management Process to ensure smooth transition to new organizational design policies and practices.
• Led a comprehensive [Training type] training for [Number] staff members.
  
• Organized and led a [Number]-day staff orientation and training to promote collaboration.

Worked with academic leaders to design and develop conceptual design and consulting services for multiple clientele to enable Talent Management and Organizational services in a global perspective. 

Infosys Technologies Limited (A top multinational software development organization (NASDAQ-100 Index, 150,000 employees globally, Annual Revenue approx. USD 10.1 BN) operating in US, Europe, Canada, Asia-Pacific regions)

•  Designed Infosys Global Leadership Competency Framework and associated Behaviorally Anchored Rating Scale(BARS) for worldwide implementation ii.       Designed and conducted Leadership Assessment/Development Centers in US/Australia/Asia  for the  purpose of Development of Tier leaders in the organization:
• Design of Assessment/ Development Centre (AC/DC) in conjunction with Hay Group 
• Designed and Implemented  360 Degree Feedback Process, Analysis and Recommendations for higher Leadership Effectiveness Globally iv.     Organization Design for Business Enabling functions  
• Redesigned of Senior Management Performance Review(SMPR) Process and implemented  it Globally Tier Leadership Selection Process  
•  Designed and institutionalized Succession Planning Process for critical positions globally  
• Carried Leadership Competency Development Interventions; Design of “Action Learning” and Development  Assignment(DA) Approach for managerial and leadership development     Designed and Conducted Leadership Training Programs on multiple dimensions of Leadership ,
• Learning & Development (L&D) Impact Evaluation: Measuring Knowledge gain, On-the-job Behavioral Change as outcome of L&D interventions;
• Mentoring and Coaching Process for the Business Units(BU) heads and Tier1/Tier2 leaders of the organization

Patni computer Systems (currently Capgemini) which was a network $ 150 million with 100000 employees

• As Head-People Capability Maturity Model (PCMM), lead the design and implementation pf PCMM practices for around 600 roles across the various locations of the organisations

• Anchored PCMM initiative lead Patni to successfully comply to PCMM LEVEL3 assessment/certification for all Patni locations USA, Europe & Asia
• Architect of  Patni's global “Leadership Excellence at Patni”(LEAP) model and Assessment Center as a process to institutionalize Fast Track Employees Development Program
• Designed “Consequence Management” for  “C” performers in USA/Europe/Asia operations  
• Developed the competency modeling across all roles across around 1000 roles for Software, Hardware, Sales & Marketing, Account Management, Merger & Acquisition, New Ventures Training, Quality, HR, Finance, Engineering Services Division (ESD), BPO to name a few.
• Redesigned Performance Management system , KRAs setting, Performance feedback and Counseling, Designed MBO based approach of performance evaluation globally
• Redesigned Recruitment/selection process, through Competency based selection process, Redesigning Application blank, Designing selection tools for lateral and Campus recruitment which impacted in increased employee retention 
• Conducted Job Analysis and formulation of roles & responsibilities for different positions/designations in the organization for 600 roles worldwide 

GlobalLogic is software R&D services company with a global employee strenght of 11,000. 

• Developed multi-dimensional business oriented a Global Leadership Model encompasses, encompassing Leadership Dimensions, Deconstructed Competencies which emanated from the strategic imperatives, growth plan and mission/vision/values of the organization.
• Institutionalize Robust Performance Management System for the senior leaders (Band 4 and 5) in GL based on the Corporate Balanced Scorecard (BSC)  and MBO ( Management By Objective) Methodology
• Responsible for institutionalizing Role Based Organizational (RBO) system and Role based Competency Framework in the organization globally. 
• Design and implement Talent and Potential Assessment Process and Performance Management System for the executive management and Formulate Succession Planning Process.
• Institutionalized structured global Mentoring Process in terms of Mentoring Framework and  Mentoring Action Plan (MAP)
• Implemented  Partners/Customers Satisfaction Survey in order to determine the Customer Satisfaction Index (CSI) and Net Promoter Value (NPV) for the repeat business from the key clients and also PSS Scores as  the determinants of variable pay for the delivery organization in a global context
• Design of Organizational Pyramid Strategy for higher operational excellence globally  in order to have optimum structure, maintain Average Billable Salary (ABS), promotion, attrition, ratio of employees in certain Band/Grade