INDRANIL BHATTACHARYA

About Amrit Cement: Set up and promoted by first generation entrepreneurs more than a decade ago, Amrit Cement Limited (ACL) today is one of the leading manufacturers of cement in North East. It has a fully integrated plant in Umlaper Meghalaya with a capacity of 2500 TPD with a workforce of 625(plant manpower) headquartered in Kolkata. We also operate 4-5 limestone mines with 1 shale with 5500 MT production.

Key role : 1. Employee Value addition – Employer branding, driving campus connect, joining experience, employee communications & engagement to ensure effective Talent acquisition process, controlling high infant mortality

2. Cost effectiveness – Driving manpower optimisation in plant. In 6 months through effective Job evaluation exercise & strategic mergers of department, reduced manpower from 690 to 625. Plan to optimise manpower to 575. Employee cost management

3. Talent & Perf Management – driving efficiency through performance management, framing policy to develop top talent & PIP for bottom performers, drive internal elevation through IJP. Rolled out ACE (Amrit Career Excellence” Plan)

4. Capability Building – talent development, organisation wise capability building framework using 70:20:10 model of learning, sales capability buidling

5. HR process – working closely with digital team in ensuring HR/admin dashboards are created like Hiring, security rounds, LMV utilisation, township & Mess service QR code generation etc

6. Admin services – mess, township, facility management SOP creation & ensure delivery on ground

7. Process & Policies – In last 5 months rolled out different policies like Electricity policy for plan, D&I policy, Revised attendance policy, Discipline policy, code of conduct policy etc. Mass communication with employees like all hands up meetings, town hall etc

· About Rupa: Rupa is among the largest knitwear brands in India that produces innerwear, casual wear, thermal wear and sleep wear for men, women and kids. While Frontline is its flagship brand, Rupa family also consists of brands like Softline, Euro, Bumchums, Torrido, Thermocot, Macroman, Footline and Jon.

· In terms of HR, this is a pan india role based in corporate office as Head HR role for me handling the entire country in terms of HR deliverables for all its verticals(excluding manufacturing units). The entire team is spread across different geographies of the country. In terms of HR, Rupa was a green field project & was responsible for driving/revamping the entire HR process from HR policies to HR digitization to

· Reporting to Group CEO & Directors/Promoters

· Handling entire HR business partnering role nationally

· Key Deliverables: 1. Drove HR digitisation process.

2. Revamping of Existing performance management system

3. Creation of learning culture in the org

4. Employer branding to attract best in class professionals to work for us

5. “Campus to Rupa” process by starting revamped MT programme

6. Driving Rupa & Company as Best place to work in Kolkata

7. Compensation Philosophy & management

Key Result Areas:

· Leading a team of HR professionals to

- Strategize, Develop and Transform HR initiatives and employee engagement interventions towards building a strong Employer brand through - Talent Acquisition & Management, Capability Development, Talent Management, Reward, People Advisory support, Employee life cycle management, Leadership Development, Change Management and Talent Supply Chain processes.

· Responsible also for setting up our Foray in Bangladesh & will also be responsible for HR operations of the said country

· Was also heading HR functions for 5 GEC channels of Zee for East…Zee Bangla, Zee Bangla Cinema, Zee Sarthak Orissa, Zee Biskope-Bhojpuri movie cluster, Zee Ganga – Bhojpuri channel

· Special Projects:

1. Manning Norms for programming function

Objective: To arrive at right manning for our core business role ie Content function

Process followed: Analysis of Job description of our business functions specially programming

Breaking down Job description in to tasks

FGD & shadowing business functionaries like Executive Producers to arrive at roles & time taken

Arriving at Manning wrt key tasks

Iteration with Business for final manning norms

2. Project Tiger

Objective: Arriving at Manning & org structure & entire HR principles for our foray in Bangladesh

Process followed: Cultural insight of Bangladesh inlight of Hofstede study

Peep into Bangladesh statutory requirement

Manning in light with proposed programming FPC

Creation of Org structure & employee cost benchmarking with Bangladesh labour cost

Talent acquisition

3. Diversity & inclusion

Objective: Driving diversity agenda of the region

Process followed: Looking at historical data of hiring & attrition

Identifying pockets of high & low diversity/attrition

Action planning

4. Adoption of Learning platform EDcast

Objective: How to make democratisation of Learning way of Zee life

Process followed:

• Looking at current status of Edcast, reasons of low adoption of edcast & best practices
• SWOT analysis of the platform
• Technical challenges
• Cultural challenges

Key Result Areas:

● Administering formulation of Annual Manpower Planning, Budgeting, Demobilization & Rationalization Plans of the Group along with Business Heads of the Group

● Making our business associates aware of the basics of HRM so that their people act as true brand ambassadors of our brand

● Developing Franchisee HR SOP and getting their buying – new franchisee orientation programme initiated so that our business associate stores also acts as an ideal employer brand

● Driving Employee Engagement of our business associate employees through coffee with HR; ensuring employee satisfaction survey for business associate employee & ensure eNPS goes up

● Implementing comprehensive performance management, Talent Management, competency and compensation framework to support the business and build robust recruitment, succession planning and engagement processes to achieve ambitious growth plans

● Effectuating the performance management system; managing confirmation / annual performance appraisal process across the levels linked to reward management and career growth

● Identifying training needs across levels through mapping of skills required for particular positions and analysis of the existing level of competencies. Internal trainer in High impact performance management, Manager sensitisation prg, career conversation workshops, Understanding Titan competencies prg

● Building Learning & Development (L&D) framework to drive performance, capability and creating a trained pipeline in the organization; addressing the issues on employee productivity, attrition and organization culture

● Organizing different Engagement programmes, various events and other awareness programmes, aimed at enhancing the sense of bonding and oneness amongst the employeesDriving Manager score card cascade to the team based on inputs received through 360 degree appraisal; working with Managers on action planning on feedback & helping the managers implement same. GPTW action planning

● Ensuring prompt resolution of employee grievances & maintaining cordial employee relations

Highlights:

● Ranked as:

o A ranker (Exceeded Expectations category) in 4 consecutive appraisal cycle

o A (exceeded expectations) in recently concluded 2017-18 appraisal cycle

o Extremely High Performer & High Performer in all the annual Appraisals

o Twice winner of HR Impact Recognition award in 18-19

o Employee of the Quarter Thrice

o Dream Team nominee in 2019 for “Building a Culture of High Performance & Accountability”

● Recognized as a Part of the team:

o Who worked on the revised Performance System in the Company

o Who developed Franchisee run outlet’s HR SOP for better engagement & HR process for our business associate stores

● Also:

o Assessor for Tata Retail Leadership Assessment and performed assessment for Retail Leadership for Tata organization like Tata Starbucks, Chroma, Infinity Retail (Cleared Tata retail Leadership Assessment Assessors workshop)

o Assessor for Titan Young Leadership Programme

● Completed Thomas Profiling Assessor programme organized by Thomas International

● Responsible for Lens Lab Factory, Sikkim watch & jewellery plant and Jew Outsourcing Operations

● Created Jewellery & eyewear store employees productivity study which is in discussion stage for nationwide role out

● Driven regional level OD intervention in the space of culture building

● Different geographical exposure & part of many CFT’s which worked on HR processes & policies

AWARD

Won HR leader of the Year Award of 2019 in Genius HR Excellence Award, Kolkata in 2019

· JOURNEY IN TITAN COMPANY LIMITED

o Regional Human Resources Manager

Full-time

Dates Employed Apr 2014 – Mar 2020

Employment Duration6 yrs

Location Kolkata Area, India

Moved to next band with 5member team. Role expansion & enlargement happened. Also cleared Tata Retail Leadership Assessor certification as well.

o Title Human Resources Manager

Full-time

Dates Employed Apr 2010 – Apr 2014

Employment Duration 4 yrs 1 month

Location Kolkata

Handling the entire East for all Titan brands with 4 member team & also responsible for corporate & business projects. Won Exceptional performer rating during this period

o Title Asst Manager Human Resource

Full-time

Dates Employed Apr 2006 – Apr 2010

Employment Duration4 yrs 1 month

Location Kolkata

Role expanded to handling watch & Jewellery division with one person reporting to me. Set up jewellery div in the region including retail and established people practices in the region. Won employee of the quarter during the period twice