Salil Pradhan

Joined the Organization as Lead – HR (Domestic HT) business and have been promoted twice with additional responsibility of Heading HR for HT & Flooring Domestic Business at Assistant Vice President level

· Domestic HR Leader: - Working closely with India CEO to provide strategic business partnership and HR thought leadership to all levels of the organization with a focus on people development and conflict resolution. Accountable for managing Human Capital for Sales driven India business of Welspun (Home Textile and Flooring) creating high performance teams.

· HR Strategy :- Instrumental in designing & Implementing HR Strategy in alignment with short term and long-term business Goals of Organization.

· Manpower Budget: - Design HR roadmap in sync with Annul business strategy and prepare annul HR Business Plan. Keeping the Manpower Cost to Revenue constantly in control reducing from 13% in FY18-19 to 9.56% FY23-24

· Talent Acquisition:- Successfully On boarded the required Talent in given TAT with savings of Rs.30Lac to Rs.60Lac each year adding straight to the bottom-line of business.

· Reducing the Attrition from whooping 40%+(FY17-18) to 14% in FY23-24

· Constant focused increase in Gender Diversity from 15% to 23% creating the environment for Women Talent.

· HR team as a trusted partner and subject matter expert: - Turned around the Business HR criticality and importance in the eyes of business by implementing some of the business focused initiatives like, Incentive Programmes, Talent Acquisition process, Project specific war rooms, Talent Development programmes, Need based behavioral training. Treating Internal Departments like a customer & working towards their eligible need for continuous improvement through CONVERSE from B2B & B2C perspective.

· Learning culture & employee engagement: - Instrumental in initiating an engagement-based culture by introducing Retail Employees' Day, TRRAIN Circle app, Brand staff Training, Welspun Value Dissemination. Able to achieve a 10% increase in NPS score from 3 to 3.3 in FY21-22(Via Gallup Survey) due to continuous Managerial coaching and employee engagement.

· Capability Re-engineering:- In FY24-25, leading the agenda of Capability Re-engineering for frontline sales team to bring behavioral mind-set change from textile to FMCG way of working.

· Talent Management: - Successfully implemented talent management strategies to attract, retain, encourage, and maintain core talent from the industry. Initiated organizational structural changes in sales giving internal opportunity by fulfilling maximum roles internally.

· Change Management: - Successfully led the Organizational development (OD) during some of the structural changes ensuring business success with long term employee satisfaction.

· Performance Management: - Culture of KPI based Meritocracy is built up in last 5years at Welspun Domestic Business. Average Sales per person productivity increased by 25-30% YOY.

· Ensured all Statutory & legal compliances through EY partner

· Have been supporting and leading the HR Digitization agenda with COE for Domestic business.

· Currently working in Succession planning for leadership roles at Domestic Business.

Awards Given at Welspun Group Level: -

o Awarded as Best Individual for Excellence in Executive Presence – GLP Batch 2024 – Welspun Group

o Bagged Top 3rd Project out of 16 Action Learning Projects during GLP & FLP Batch 23-24 at Welspun Group

o HR Team won the award for LITE Champion Team across Domestic Business in 2022

o Awarded for Best Manager across Welspun Domestic Business in 2022

· Collaborate with Head-HR and the business teams for understanding the HR Must wins w.r.t. the business from retail perspectives for 120+ COCO stores & 700+ LFS counters.

· Successfully closed 60-70 Positions in a year with average offer TAT of 37 days. This has 60% closure through referral, social media & Internal movements saving almost 50Lac in FY17-18.

· Was leading the agenda for Capability building. Conducted individual development plan (IDP) orientation sessions and execute IDPs for all the necessary employees along with their people manager. Drove IDP implementation end-end to bridge the gap.

· Initiated & conceptualized monthly recognition for the front-end staff in the form of Monthly Front End Warriors of Raymond Apparel in which the top Store Managers, Area Managers and Team Leaders from LFS channels from each brands are included.

· Introduced a concept of Quarterly Scorecards for Retail (EBO & LFS) team which helps individuals gauge their performance on quarterly basis.

Was part of Raymond Leadership Academy (RLA)

· Pivotal while creating Job Descriptions for entire organization's 50+ unique roles.

· First time Implemented manual performance management system in 2008 for entire organization.

· Was leading the TA team in bringing the necessary Talent during growth phase of business by setting up the General trade sales channel.

· Successfully faced & cleared the UK-MHRA audit at the plant in year 2008

· Privileged to be nominated as one of the critical member during feasibility study for upcoming USFDA plant at Nanded along with business which resulted in full fledge USFDA plant operational.