Febien Caltin

A dynamic and accomplished professional with over 25 years of extensive experience in the service industry, of which over 14 years have been in a senior management role in operations and human resources development. Committed to the growth of the people and the organization. Expertise in strategic planning on solving critical issues facing clients by providing a broad range of services and solutions to help facilitate change, achieve their vision, and optimize performance and productivity.

• English, Native or Bilingual Proficiency
• Hindi, Full Professional Proficiency
• Kannada, Full Professional Proficiency
• Tamil, Professional Working Proficiency

• Philanthropic
• Mentoring

Date of Birth: 06/11/75

The role involves overseeing various support functions, ensuring they align with the company's strategic goals

Strategic Leadership

• Developing and implementing the overall strategy for shared services
• Aligning shared services functions with the organization's broader strategic objectives
• Providing vision and direction to shared services teams

Operational Excellence

• Driving continuous improvement in processes and workflows
• Implementing best practices and leveraging technology to enhance efficiency
• Ensuring service delivery meets or exceeds established standards

Financial Management

• Overseeing budget development and management for shared services departments
• Monitoring financial performance and identifying cost-saving opportunities
• Ensuring responsible resource allocation

Team management

• Leading and developing high-performing teams
• Fostering a culture of collaboration, accountability, and continuous learning
• Ensuring adequate staffing and skill development

Stakeholder management

• Building and maintaining strong relationships with internal and external stakeholders
• Ensuring effective communication and collaboration across departments
• Managing relationships with vendors and service providers

Risk and Compliance

• Ensuring compliance with relevant regulations and policies
• Managing risks associated with shared services operations
• Implementing effective internal controls

Technology and Innovation

• Identifying and implementing technology solutions to improve efficiency
• Driving innovation in shared services processes
• Staying abreast of industry trends and best practices

Shared Services (2020 – present)

Managed to grow headcount by an average of 72% year-over-year, (2) manage a budget of $10.46 million per annum, (3) expansion of new facilities across the region and geographic area, (4) implemented HR hygiene metrics and ensured the targets are met for unplanned absenteeism, late logins, shrinkage, retention, PIP, and BQT, (5) retention improved from less than 1 year to 2 years, (6) implemented performance-based metrics aligned to business goals on FTE by collection, production improved by 11%, quality improved by 12%, denials by FTE, and stack ranking, (7) sustainable fresher training model(s) which resulted in cost savings of 8-10 lacs in 3-5 months, (8) implemented training programs NHT, BQT, UBT, PIP, New Client, FTM, and CSP which resulted in performance improvement and business growth, built a scalable infrastructure model that is compliant and secure

Human Resources Management (2010–2018)

Managed to grow the business by an average of 13% year over year, with Mysore being a Tier 2 city; the challenge was in skill resource availability, and the walk-in-to-offer ratio was 10%. Improved retention by reducing attrition by 10.87%. Improved campus hiring by 39% through continuous branding, managed to transition the performance appraisal system from bell curve distribution to management by objective, and developed a performance management system resulting in career progression and training development. Developed company policies aligning with the company objectives and statutory compliance

Organizational Development (2010–2018)

(1) Developed a sustainable Fresher Training model that resulted in cost savings of 10.6 lacs in 5 months, with a 42% improvement in decreasing the training timeline and increasing production by 39% (2) Developed a Competency Management Model through Employee Engagement and Development, resulting in a 27% retention and a productivity improvement of 22% (3) Developed a sustainable model linking to career progression through a credit-based system (CBS), resulting in a 60% improvement in participation (4) Blended technology (online platforms) to improve the efficiency and effectiveness of the training credit-based system (CBS), resulting in a 60% improvement in participation