Nikshep Apasangi

• Lead HR Business Partner for CTIO units (Data, Digital, Cloud, and Decision) in India, handling a team of three HRBPs.
• Led all people aspects for my business units: engagement, capability building, performance management, merit cycle, employee relations, and lifecycle management.
• Partnered with global stakeholders (U.S., Israel) to ensure the successful implementation of strategic business initiatives (operating model redesign, structuring (cloud), delivery team optimization (platform and product roadmap)).
• Championed high-performing leaders for key director-level roles. Partnered with stakeholders to build cases for the talent committee.
• Worked on key HR projects: automation of appointment letters, M&A task force, and learning and OD initiatives.

• Leading performance management and OD initiatives for Unifi's U.S. workforce
• Led the role harmonization and career architecture project: standardization of job titles and descriptions by analyzing lines of service, industry benchmarks, and senior stakeholder (CXO, VP-level) inputs.
• Led the integration of performance management for Unifi's newly acquired entities: ERMC and Canada Aviation.

• Led the performance management cycle at a group level for Infosys and its subsidiaries globally. The role requires end-to-end process and product ownership, as well as complex, data-intensive liaising with multiple stakeholder groups (HR, Finance, and Business) across the group.
• Ran the 'Future Readiness Index' – an organization-wide, business-level scorecard designed to influence business units’ and senior leadership performance.
• Introduced new metrics in the scorecard to influence performance toward emerging strategic focus areas (e.g., Cloud) and people priorities. (E.g., diversity)

Handled roles of increasing responsibility and complexity over a 5.9-year tenure. My last role was leading the Talent and OD - COE, and HRBP for two commercial businesses: API and Generic Formulations.

1. Lead - Talent Management and OD.

• Career Pathing: Built a first-of-its-kind IJP portal to promote internal talent mobility.
• Built a 'Technical Competency Framework' (TCF) in collaboration with Mercer for all roles across the core business units (Quality, Mfg., R&D, Commercial, and Supply Chain).
• Designed the governance mechanism and detailed process for movements within the business functions, and assessment criteria for progressions.
• Future Leader Pipeline: Led an extensive talent management and succession planning initiative for senior directors and above (critical pool of top 60 leaders):
• Identified 'Critical Capabilities and Critical Roles' for achieving the strategic plan (2030) objectives. The exercise involved detailed discussions with executive leadership, business heads, and HR leadership to arrive at the critical roles and capabilities that would drive new business priorities.
• Leadership assessments (with SHL), which involved detailed assessments (OPQ), case studies, and in-basket exercises, along with CXO feedback for future readiness.
• Presented the outcomes to the CEO and executive leadership, the result of leader assessments, and a detailed succession plan for all critical roles, along with recommendations for bridging critical capability gaps.
• Other initiatives include High-Po assessments at junior and mid-levels, and a talent development plan (in groups) for all identified high-potential talent across functions.

2. HR Business Partner – API & Generic Formulations – Partnered with the business unit heads for all people priorities and people programs as the combined Commercial business expanded from a revenue base of INR 600 Cr. to INR 1,500 Cr.

• Recruited as a Management Trainee based on performance during the summer internship. Grew to handle two pan-India sales divisions (as HRBP) and was part of the talent management team for the business unit (Global Generics).
• Along with the above, I was handling Employee Relations issues for sales teams pan-India and was selected for corporate special projects such as the People Management Conclave and the enterprise-wide rollout of the new brand identity.

• Conducted over 200 hours of soft-skills training to college graduates across Karnataka.
• Led BD efforts as part of scaling up operations for the firm.