ASHWANI KUMAR

• Collaborating with the Board of Directors, CEO, and Functional Heads on translating the business strategies to People programs & processes, creating harmony in how HR is delivered to the business.
• Responsible for driving HR strategies for employees across businesses. Member of India Leadership Team (ILT), ensuring Human Capital is a key driver in enabling business success. Authorized Signatory for all legal entities in India.
• Build key people strategies, and partner with CEOs & Leadership Teams to scale up growth with a strong focus on building a culture of high performance and innovation. Introduced HR-shared services for multiple processes in all group organizations and countries.
• Ensuring optimum organization design to allow for stability as well as agility. Successfully completed “Aon Compensation Benchmarking Survey” for Telecom Infrastructure Organizations/ industry
• Enabling Organization Building & Transformation through a series of Organization Development and Change Management initiatives: Innovation, Centre of Excellence, Digitalization, Learning & Development, Leadership and Managerial Effectiveness, Diversity, Equity & Inclusion (DE&I), Rewards & Recognitions, Sustainability (ESG), H&E, Communication, PR & CSR.
• Successfully completed end-to-end HR digitalization project of 17 online modules launch of People Strong across all processes.
• Digitized Performance Management system using multiple techniques like (Objective and Key result) OKR, and balanced scorecard (BSC) while ensuring a smooth experience and implementation.
• Developed HR Analytics model on retention index, pyramid analysis, and compensation dashboards, encompassing reporting of HR scorecards and metrics Successful at running fully compliant HR organizations – new code of wages, audits, zero tolerance on HR compliance, and process by way of process reengineering.
• Created innovative communication channels to ensure upstream and downstream communication Adept in HR Analytics which includes rigorous policy reviews and rolling-out annual and quarterly dashboards for the executive teams on HR performance for the organization.
• Launched the CARE MODEL for Employee Engagement and Employee Rewards. Learning Hour – Let’s Learn Together, Pre–Boarding Employee Engagement at Technology Centre – all three have been recognized as BEST PRACTICES.
• Successfully rolled out the Leadership Profiling and Nine Box Grid for Talent Management and identified high potentials.
• Delivered Cost savings of Millions of USD through a series of initiatives/interventions, enhanced organization efficiency, automation, and Shared Services, and minimized long-term risk & impact on the organization.
• Established Compensation & Benefits structure for Executives / Staff, Pay Policies, and Organizational Hierarchy researched local market practices to assess the competitiveness of the organization and determined action plans to motivate and retain people.
• Designed & implemented Governance Framework (ESG). Implemented mechanism to ensure compliance pertaining to law of the land/employment rules and regulations, Code of Conduct & Ethics Policy, Whistleblower / Vigil Mechanism Policy on Digital Platform, Employee Grievance redressal Mechanism (EDAP), Prevention of Sexual Harassment at Workplace (POSH), etc. to sustain most efficient workplace. (Joined a fintech start-up for a short time before joining here)
• Identified and implemented appropriate strategies to increase employee satisfaction and retention.
• Discovered and resolved complex employee issues that affected management and business decisions.
• Reduced process gaps while supervising employees to achieve optimal productivity.
• Updated training processes by reviewing existing documentation, leveraging feedback from associates and working with legal and compliance teams.
• Developed comprehensive process for new hires and reviewed new hire productivity, optimizing onboarding effectiveness.

• Collaborating with Managing Director (Chairman), and Functional Heads on translating the business strategies to People programs & processes, creating harmony in how HR is delivered to the business.
• Worked with the Managing Director, Directors, and Functional Heads on translating the business strategies to People programs & processes, creating harmony in how HR is delivered to the business.
• Responsible for all 5 group organizations Globally, Established a structured Human resources department of highly qualified resources. Introduced HR-shared services for multiple processes for all group organizations and countries.
• Responsible for 76 branch offices, 2 manufacturing plants, and 1 Research and Development center. Supported by a large team of highly trained HR professionals across the geographies. Responsible for Plant HR, Trade Union Management including LTS.
• Successfully established HR Functions in multiple countries and revamped the complete team from the competency and sustainability perspective. Introduced multiple structured processes to know the organization’s plus.
• Introduced Groom to Grow (G2G) a program for building a pipeline of leadership talent supply for branch offices in Ceasefire.
• Designing and implementing major recruiting strategies for Campus recruitment. Managing the end-to-end to hire & develop potential talent Department managers in 1.5 years.
• Recruiting 40% of front-line sales staff from the campus to ensure the low-cost Manpower supply.
• Designed & implemented a new compensation structure, LTIP, and introduced the “performance pay” concept to motivate employees without increasing the fixed cost.
• Led cost control measures for the HR department, Headcount reductions by 16 % and 8 % HR budget FY 2016.
• Designing and managing the HR agenda to support the group company’s business objectives, Centre of Expertise (CoE) for HCM, talent management, compensation, and benefits (Payrolls), HRMS, employee relations, succession planning, and organizational effectiveness.
• Implemented digital Talent management & Performance Management system using multiple techniques like OKR for Business development, and balanced scorecard (BSC) while ensuring a smooth experience, also introduced pay for performance to all employees.
• Conceptualized performance support program (PSP) and Performance improvement program (PIP) to ensure the required support is provided to the employees in need.

§ Driving Compliance & Investigations. Active IC member of the POSH committee & Employee Grievance Management Committee (EDAP).

• Established performance goals for department and provided methods for reaching milestones.
• Oversaw hiring, staffing, and labor law compliance.
• Hired and managed employees to maximize productivity while training staff on best practices and protocols.
• Streamlined HR efficiencies, coordinated new hire orientations and provided onboarding and training for new employees.
• Developed and implemented HR policies and procedures to promote clear and consistent approach to managing employees.