Hashwin Chawla

As a dedicated HRBP for one of the biggest client account, set up basic practices in place, in accordance with the client and JLLs set standards, policies and practices.
Identify gaps and opportunities for coaching, training and advisory support to managers and better employee relationship - Proactively anticipate opportunities or issues and develop innovative solutions to address the opportunities at the root cause with intention to arrive at sustainable solutions, bringing down attrition by 8+% overall, helped increase diversity by 1% and reduction in New Hire attrition by 11%
Deep dive, surface insights, & influence HR Service Delivery & HR/Talent COEs to improve & when required rebuild policies, processes, & tools for constant improvising and enhance employee experience - resulting in increased engagement (as per internal yearly survey - by 5% upwards)
Contribute towards a culture of inclusion and promotes employee belonging
Lead or participate in just-in-time projects impacting business results
Cultivate strong meaningful relationships with both local employees and People Partners to build trust as their primary touchpoint “on the ground”
Facilitate internal expansion and transitions as per the client growth and vision and strategize JLLs workaround

• Designed and formulated PMS process from 0 for organization – with 100% completion in record time
• Designed goal setting process for organization
• Focusing on capability building and setting up framework for all employees through stakeholder discussions formulating into policies
• Coaches and guides employees / Managers / senior stakeholders to leverage best resources and/or approach for conflict after sharing their findings or provides tools that would allow for facilitating conflict resolution to occur as appropriate
• Actively listened to customers, handled concerns quickly and escalated major issues to supervisor within TAT of 24-36 hours
• Actively listened to customers' requests, confirming full understanding before addressing concerns.
• Used critical thinking to break down problems, evaluate solutions and make decisions.
• Part of Internal Complaints Committee (ICC) and POSH committee - trained for both internally by industry experts
• CORE Committee – extended leadership team focused on organization building

• Employee Engagement - Conducted skip level meetings / town-halls / open house / FGDs for agents’ / team managers and follow-up on action plan for improvement every month – presenting in front of functional leadership.
• Helming engagement charter for function
• Bi-Weekly meetup with new joiners and teams for onboarding experience and feedback. Talking about way forward
• Retention and Exit meetups - meetings with resigned employees within 3 working days of date of resignation and provide detailed analysis to Functional Leads for further counseling / coaching.
• Analysis and trend identifying for attrition and shared Quarterly review with business leaders and creating retention plan.
• Policy Communication and feedback, R&R - Designed and implemented R & R framework employees- monthly/quarterly.
• Identifying, developing, and utilizing different channels of communication to educate and create comprehensive awareness.
• Gathering employee feedback to understand and address issues
• Performance review: Conducted awareness programs for all employees regarding appraisal guidelines and finalized approach note and implemented Review process
• Coaching and Mentoring TL/Managers and employees on need basis - formulated 3 month path for new managers - implemented in Sept'21

• Succession Planning and ACE / HiPo: Managing ACE program / Succession planning, identifying, developing, and retaining talent–with both internal / external training and continuous coaching & counseling sessions. (Vendor management)
• Promotion Process - end to end annually, error free as per TAT.
  Right from identifying pool to conducting test / interviews (approx. 1400 in number- every year) pan India.
• OD and Culture: Supervisory Capability - Running S-PEAK survey end to end annually, driving participating, generating reports and scores, and focusing on supervisors to develop – for approx. 1400+ supervisors pan Bank.
  Action Plan – Driving L101 and HR discussions pan Bank with intervention of senior leadership and HRBPs / HRRMs for timely effectiveness.
• GPTW Survey: running survey pan Bank annually and in accordance with GPTW team - externally.
  Culture - driving CREW initiatives pan Bank, sending CREWzer (monthly newsletter), branding of CREW by conducting classroom training.
• ESQ Culture: Driving and conducting ESQ online and classroom training, publishing quarterly DCB ESQuire (newsletter), running annual ESQ Survey, conducting FGDs with low scoring teams and formulating workout actionable plans with timeline.
• HR Team Development – liaison with external agencies to conduct developmental training for HRRMs / HRBPs.
• To develop top 5 HR as coach training team members - with planned assignment and goals.

Employee Engagement

• Conducted skip level meetings / town-halls / open house / FGDs for agents’ / team managers and follow-up on action plan for improvement
• Initiated annual Employee Perception Survey for 1500+ employees (Dec-17), which received around 84% participation. Analysis of this feedback was used as yardstick for action plan for next fiscal year with target of 2% improvement in satisfaction score
• First Impressions- Quarterly round table discussion with new joiners on their pre- & post onboarding experience.
• Designed & Implemented Stay Interviews
• Spearheading HR Communication charter for Line of Business.
• Responsible for driving TRP for LOB. Worked along side LOBHR and all leaders as we focus on key aspects like identifying top talent, talent at risk, role movements, etc for all C2 and above leaders
• Responsible for closure of Succession Planning for all identified critical positions as outcome of TRP

Performance Management System

• Conducted awareness programs for all employees regarding appraisal guidelines and finalized approach note and implemented PMS cycles for over 1500+ (2 financial cycles) and completion with strict timelines
• Talent review planning for HiPos for next year, along with 360° feedbacks – for manager and above
  Successful completed all stages of quarterly appraisal process within timelines for about 1500+ employees

Retention and Exit meetups

• Planned retention meetings with resigned employees within 3 working days of date of resignation and provide detailed analysis to Operations Manager(s) for further counseling / coaching.
• Presented a detailed analysis in attrition reports shared for weekly/monthly review with business leaders identifying possible saves and creating a retention plan for them by identifying opportunities in or outside LOB

Policy Communication and feedback, R&R

• Designed and implemented R & R framework for 1500+ employees on a monthly/quarterly basis
• Identifying, developing and utilizing different channels of communication to educate and create comprehensive awareness
• Gathering employee feedback to understand and address issues
• Executing engagement processes like - HR@Doorstep, Let’s Talk, Community events, CSR Involvement, Cultural Events and Festival celebration at Plant Premises, Company Township and received 84% positive outcomes.

Employee Perception Survey and Capability Building

• Every alternate year, Wipro takes up EPS and EPS Pulse for it employees to check health, wellbeing, and happiness meter of its employees. Once completed, responses are collated and action plans drafted for FY, as HR, we keep track of progress and implement various actionable.
• Designed new framework for SKillUp, capability building initiative for Wipro, which aims at increasing domain knowledge among employees using e-learning modules
• Handled periodic feedback sessions with relevant stakeholders as we work on optimizing framework to achieve target

Employee Engagement: Executing the engagement processes like - HR@Doorstep, Let’s Talk, Community events, CSR Involvement, Cultural Events and Festival celebration at Plant Premises, Company Township and received 84% positive outcomes.

Learning and Development

• Implementing annual Training need identification(TNI) process for all employees in cluster and for FY 2014-15, received a tremendous increase in training performance (approx. 200+%) and 78% satisfaction.
• Part of CORE Development Team responsible for strategizing, implementing and successful running of Online Learning Portal, ‘Gyandrishti’ and development of IDPs (Individual Development Plan) for executive cadre and offline at plant location, measuring training and individual effectiveness.
• Designed and executed modules for training and workshops-

o Determination
o Prevention from Sexual Harassment
o Performance Management related workshops

o Email and Telephone Etiquettes
o Feedback and Feedforward sessions

o IDP formulation (Individual Development Plan)

Performance Development Review (PDR)

• Finding interdependencies and mutual solutions among departments with Awareness Sessions regarding PMS guidelines and promotion criteria and finalizing ratings with BU head.
• Strategizing, Formulating and Implementing annual appraisal process of our business cluster

Rewards and Recognition and Client Development

• Designing and implementing the R&R, schemes to ensure top performers are rewarded for their performance for constant motivation and received 75% satisfaction response.
• Have been involved with External consultants undergoing study for better process-based organization – SPOC for Data Collection, Analyzing, Strategizing and Implementation for findings and POC for all external agencies and consultants.