Poornima Kulkarni

Strategic HR Management:

• Created four RFPs (Requests for Proposals) that gave prospective clients a thorough rundown of FSL's frameworks for employee engagement, talent development, and talent retention.
• As an Individual Contributor within the Employee Engagement team, I acted as the primary point of contact for over 400 employees and collaborated with two client teams. From 2019 to 2022, I addressed inquiries, resolved grievances, managed harassment allegations, and provided real-time guidance on HR policies, company-wide initiatives, and HR procedures.
• I oversaw the complete recruitment cycle for a non-voice process, conducting interviews alongside the leadership team to assess candidates' cultural and behavioral compatibility. I also communicated the salary structure and benefits of FSL to prospective hires. Additionally, I facilitated onboarding and orientation sessions to ensure a seamless integration into the organization. Furthermore, I was responsible for the comprehensive planning and execution of a five-day Extended Boot Camp for over 40 HR Management Trainees in both 2020 and 2021.

Performance Management:

• Tasked with leading, optimizing and implementing the Monthly Appraisals for over 1,000 employees utilizing the Performance Management Tool, I had been conducting awareness sessions and facilitating the completion of monthly performance feedback for the Bangalore location since April 2021, spanning 12 Lines of Business.

Employee Development:

• Implemented 30 internal job postings, made it possible for over 25 employees in all grades to advance, and led feedback sessions for those employees.
• In order to support the career and professional development of all the employees in my span, I assisted the L&D team in promoting the closure of the e-learning courses, in-person training sessions, and compliance courses.

Policy Development:

• Shared the findings with the leadership, which aided in the simplification and implementation of new procedures and policies, after analyzing the patterns found in RAG, attrition reports, and exit interviews.
• Understanding employee pulse, anticipating and minimizing attrition, and resolving discrepancies in current procedures have all been made easier by the insights from my engagement and attrition reports and dashboards.
• Initiated surveys to assess team health, employee satisfaction, and overall well-being; action plans were then created in response.

Culture and Engagement:

• Conducted R&R, HR Connects, HR Overview, Corporate Overview, Team Connects, Town Hall, Open House, RAG, and Skips talks; the reports were shared with the relevant stakeholders.
• Proficiency in handling challenging discussions about POSH, the Performance Improvement Plan, counseling documents, termination, salary discussions, harassment, and other matters pertaining to the Code of Conduct.
• Organized and carried out engagement activities, such as COVID Awareness workshops, Top Talent workshops, FSL Value Awards, Graduation Ceremony, Coffee and Conversation, Family Day, and the new hire buddy program.
• Overseeing CSR, wellness, and other organizational-wide projects.

Leadership:

• From 2022 to 2023, I worked with four client teams, oversaw nine lines of business with a human capital of about 800 employees, and mentored three direct reports.
• In charge of overseeing a group of 30 HR specialists and ten vendors to ensure the seamless conclusion of the 2019 Corporate Awards, which drew over 150 attendees from three different venues.
• Oversaw the HR team's efforts to standardize the HR Monthly Governance Tracker among the eight Asian business units.
• In charge of establishing programs like the FSL Value Awards and Top Talent Session as a component of the R&R framework and standardizing them throughout Asia. SOPs for these R&R frameworks were created by me, and training sessions were arranged for all HRBPs in Asia in preparation for their deployment.