M A HUSSAIN

Key Result Areas:

• Manage team of 3 members to drive the Talent Management Initiative across YASH.
• Design, Develop, implement and roll out Competency Management Framework and design Assessment Centre approach to assess talent for IJPs, Promotion and inter job family movements.
• Design Career Framework which includes Talent Profiles, Job Architecture, and Career Paths in Yash and implement it organization-wide.
• Design and implement High-Potential Identification Process (selection and development) in YASH and develop IDPs for the identified Potential talents.
• Design and roll out Succession Planning/Talent Review process.
• Lead Change Management Initiatives/projects as and when required.
• Perform Job Analysis and job evaluation to create Organization Structure.
• Aligned team goals and objectives with organizational strategy, aiding business growth.

Key Result Areas:

• Managed Performance Management and drive Talent Identification process globally.
• Worked with Regional HR Directors to identify talent who should be nominated for premium Top Talent programs at Group and SBU Level.
• Worked closely with L&D team to organize Leadership Development offerings for Top Talents.
• Worked on Senior Management (VP and EVPs) Promotion process inclusive of Assessment Centers.
• Provided sustainable framework for promotion, engagement, and retention of top talent.
• Lead engagement survey – Pulse survey and share analysis/insights with stakeholders and management team.
• Worked on Strategic Workforce Planning and Mobility of talent within organization to retain talent.
• Designed Talent Program/Solutions based on business need.
• Lead Diversity and Inclusion talent program across SBU.

Key Result Areas:

• Strategize and execute Mid-Year Review and Annual Performance & Development Appraisal (PDA).
• Govern Goal/Target Setting process of new hires.
• Conducted training for HRBPs on Appraisal process and changes before appraisal cycle.
• Plan and execute Leadership Assessments for Potentials/High-Potentials talent to move them to next level (Front Line Management, Middle Management, and Senior Management roles) based on ABB Leadership Competencies.
• Supported business on Functional/Technical Competency Assessment (FCA) for Engineering, R&D, Project Management, and Product Management Job Families.
• Trained HR Business Partners, L&D Partners & Talent Partners on 360 Feedback Facilitation (TTT) to run 360 Feedback within their BU.
• Assessment analysis to monitor career advancement and movement of employees.
• Supported business on Succession Planning and People/Talent Review process to create talent pipeline for critical positions.
• Conducted Talent Management session for new hires during Induction to introduce them to ABB Performance Management Process and Assessment landscape.

Global Projects:

Lead Global Projects:

• PDA e-Learning Campaign : Lead e-learning creation program to create awareness and make it available to employee to access at any time and do at their own pace.
• Developed in 09 Language with help of Instructional Designer and Country Talent team support.
• In 2017, Mid-Year Review Project includes planning on Communication package (Process material, User Guides, communication content for countries, promotional activities, etc.), global eligibility list (finalizing eligibility criteria and eligible employees), Chatbots AI, and System Readiness for successful execution with support of Global Talent CoE's.
• Project Lead for 2017 Annual Performance and Development Appraisal (PDA) which includes activities in Communication, System Stability & Readiness, Eligible employee for Appraisal, e-learning development and update existing e-learning with the changes, and Reporting Dashboard to share the status with Business Leader on Appraisal process completion.
• Pulse survey after appraisal cycle to identify what went well and what needs to be improved to decide Action Plan for next PDA cycle.
• Standardized Development Plan (2018) : Streamlined Development Plans across globe with required training material kit, playbook for Employees, Managers, and HRBPs and Development Plan templates that provide guidance on who is Responsible, Accountable, Consulted, and Informed in employee development journey.
• Completed with Support of Talent Global CoE, Leaning Global CoE, and Global Function HRBP.

PGJC Curve-out Project in 2019 (Change Management):

• Worked as Transition Manager for AMEA and NAM Cluster for Power Grid Joint Venture (PGJV) divestment project.
• Planned country transition for ABB Hitachi PGJV activities in terms of employee identification, movement or hiring, legal aspects, payroll, employee database replication, personal file movement, etc.
• Created and governed project activities for AMEA and NAM countries with help of Point of Contact (POC) identified in Country.
• Performed knowledge transfer to employees moving to new entity and training plan completion to be ready for Global Day 1.
• Collaborated with Global ABB Headquarter and Global project team to drive transformation.
• Designed checkpoints to monitor activity progress and completion.
• Weekly governance update with country and tabling findings with global team to see project checkpoints and milestones are achieved and plan next activities
• Monitored critical checkpoint achievement and milestone completion.

Key Result Areas:

• Facilitated learning programs as per annual learning plan.
• Coordinated with Business Heads and other stakeholders for trainings to conduct at country level.
• Governed pre and post-training logistics, including course setup, training room arrangement, course material preparation, and feedback analysis.
• Acclimated new hires to Schneider and conducted Schneider Plug-In Session for new hires.
• Analyzed and evaluated training effectiveness and program outcomes
• Supported Talent Management programs for Front Line Managers, Middle Managers, Women Leadership programs, Hi-Pot Programs, and Coaching sessions.
• Drive Diversity & Inclusion (D&I) in Schneider, support diversity initiatives across India for managers, to break the mindset and increase inclusivity.
• Supported D&I well-being initiatives which include Happiness campaign, Stepathalon, World Heart Day campaign, and Live Well Campaign

Projects:

1) Lead Schneider Plug-in project for new hires, to acclimate them to Schneider culture and its brand.

2) IPO Transformation Project (Jul'15 to Mar'16)

• Project is with vision of 2020 to cater for need of increasing demand foreseen for future.
• It was the Business transformation project by the name of B.O.L.D (Build Opportunities Lead & Deliver) spanned around 9 months after which business-driven projects.
• Initial phase was Top Team Alignment : Specific action plan, desired leadership roles & behaviors and specific contextual and technical capabilities required to take IPO to next level.
• Second Phase was Contextual Capability Building : to identify & develop specific capabilities rapidly and ALP to resolve the top 10 business challenges.
• Third Phase was Large Group Interventions for flawless service delivery: Projects to bring about real-time Strategic Change in way Delivery is achieved.
• Fourth Phase was Culture Building and Communication to reinforce change: Design and support implementation of initiatives to drive 3 new behaviors agreed to create desired culture.
• Worked with vendors to customize courseware to accommodate business needs.

Key Result Areas:

• Conducted Training Need Analysis (TNA) and strategic learning assessments to collaborate with vendors to develop courses, job aids, content, materials, and learning activities.
• Conducted needs assessments to identify gaps in performance and develop targeted learning solutions.
• Consulted Project stakeholders like Project Manager, Management, Technical Lead and extended team members to incorporate technical requirements into overall design process, make key recommendations for design that meets objectives and company goals.
• Developed and coordinated employee training programs to improve productivity and performance.
• Monitor & report effectiveness of training during orientation period and for full implementation of training programs.

Achievement:

• An increase in R&D Learning achievement percentage by 55% (within first half of the FY) resulted in direct appreciation from the stakeholders and business leaders.