Deepa Kalra

Manager

10.2011 - 11.2013

International Financial Shared Services Centre
Roles & Responsibilities as HRBP in International Financial Shared Service Centre
Organizational Development :
Employee Engagement Survey (“Voice of Employees”) for the entire employee population which was subsequently followed up Action Plan & Employee Steering Committee
Great Places to Work Survey
Talentica – Developed Tool called “Talentica” within the International Shared Services which aimed at retaining Top Talent and integration of Talent within the other shared services in Eaton India
Helped in calibration exercises, rewarded high performers and developed PIP for those with gaps in performance
Coaching to employees as part of Employee Relations
Compensation & Benefits
Established partnering with C&B section for benchmarking and defining salary ranges, equity adjustments, merit planning and calibrations
Held important portfolios in ensuring parity at all levels especially during recruitment / merit increases
This helped the organization to retain employees
Played a key role during the market surveys / market adjustments/promotions to ensure transparency in compensation
Ensuring internal parity is maintained in the organization as part of Talent Acquisition and Performance Management
Learning & Development:
Implementation of 70-20-10 learning model in the business group
Holds the merit of developing the Learning & Development Module to identify the training needs, setting-up goals, aligning the leads, organizing learning & development plans and identified the effectiveness through the same
Specialist in working on start up in various organization to attain the ultimate objective
Proficiency in preparing & implementing effective training plans, procedures and policies and taking responsibility for ongoing monitoring to support an integrated approach for Learning & Development
Supporting the planning of learning and development activities to meet organisational needs and analysing progress against the overall Talent Management strategy
Developed the Learning & Development Model right from identification of training needs to measuring the effectiveness of training
Identification of training needs through development plans/employee feedback sessions/skip level meetings
Publishing of Training Calendar focusing on soft skills and financial acumen
Co-ordinating with the vendors for outbound training / external trainings
Maintaining the completion of development plan % on Balance Scorecard as per the goals set at the beginning of the year
Measuring the effectiveness of training through Skill gap Analysis (SGA)/MTM (Metrics that Matters) which helped in identifying ROI/effectiveness of the trainer
Talent Management:
Distinction of developing:
A retention tool named Stability Meter to build up the Talent Pipeline by identifying the high potential and critical resources
Navya in 2013 which was aimed at identifying & reducing the high iteration rate (during analysis found that the iteration rate more of new employees) for this purposed shared work & culture and opportunity about the career growth with the clients through 1 day session on quarterly basis and also received an appreciation for the same
Guru Gyan it was a Management Effectiveness Forum organized at quarterly basis (A 1 day program with an purpose of team building & interpersonal skills across different Managers & Teams, identifying the best practices across the company and leadership prospective
HR SPOC for OCA – Organizational Capability Assessment for identifying Top Talent, High Potentials
Identification of Talent through 9-Block Matrix and succession planning
Developed the HR Balance Scorecard on various HR parameters
Selected right talent by compensating them as per the company’s compensation philosophy and internal parity
Carried out the Statistical Analysis for retaining the talent
Conducted employee satisfaction survey & action planning and assured 100% team participation
Improved the quality of action plans framed by the Survey Action Plan Committees, tracked progress on action plans, enhanced focus on employee engagement and manager effectiveness
Developed organizational capability, imparted support in OCA, identified high potential employees & facilitated their career progression and OTR in Leadership Meeting
Execution of HR SWOT plan
Handled the deployment & reinforcement of FLL and provided training on leadership competencies for individual contributors
Published the Training Calendar-Technical & Soft Skills
Looked after the Development Planning Workshops for MOP’s and reinforcement of the same among the team members
Implemented Front Line Leadership Module and E-Stars for recognition