Snehal Mohapatra

• Successfully facilitated the Workmen Promotion Exercise for FY 2025 and FY 2026.
• · Benchmarked workmen promotion and appraisal practices across multiple units and peer organizations and successfully developed a comprehensive Workmen Promotion Policy and Workmen Performance Appraisal Policy.
• Facilitated Workmen Promotion Exercise for FY 2025 and FY 2026, ensuring alignment with organizational goals.
• Conducted shop-floor attendance validation exercises, enhancing workforce discipline and governance.
• Coordinated large-scale township engagement activities, including Raja Festival, serving over 3,000 residents.
• Conceptualized and supported the implementation of Project Yudhisthir, covering:
• Strengthening disciplinary management of permanent workmen.
• Enhancing IR capabilities of line managers.
• Establishing a Panel of Domestic Enquiry Officers (DEOs).

Talent Management.

• Led Top Talent Initiative Program from inception to execution, ensuring alignment with organizational goals.
• Facilitated development of MDPs to enhance leadership capabilities across the organization.
• Identified a pool for a new batch of the Top Talent Initiative.
• Completed development check-in calls for the participants of Batch 1 (around 50 participants).
• Finalized Talent Management SOP for Hindalco, establishing standardized practices for all units.

Learning and Development.

• Assessed the data consistency and accuracy of the pre-existing Learning and Development Dashboard.
• Identified data discrepancies in the metrics.
• Gathered inputs from various stakeholders, such as different business leaders and the HR leadership team, for the enhancement of the dashboard to enable data-driven business decision-making.
• Facilitated the update of the training data of Pan-India Hindalco units.

HR Capability Building Project.

• Designing and implementing a structured HR capability-building framework, strengthening role-specific competitiveness, and aligning HR talent with evolving business priorities.
• Applied a role-based competency approach.
• Identified different critical roles of the HR department.
• Engaged with key stakeholders to gather inputs, insights, and expectations regarding competencies and skill sets required.
• Benchmarked against other ABG companies and similar industry companies for the competencies required for the critical roles.
• Drafted the final set of competencies for the critical roles identified.

• Devised a L&D module for the current unit from scratch.
• Conducted a training needs analysis.
• Conducted training needs analysis to identify skill gaps and inform L&D initiatives.
• Organized 500 man-hours of training to enhance team capabilities and support development goals.
• Designed the L&D and OE calendar for FY 2025-2026.
• Engaged with stakeholders to draft job descriptions aligning roles with organizational objectives.
• Identified potential candidates through targeted outreach and networking efforts.
• Nominated for the 'Tamrodaya' Team, a team for cultural transformation of the Copper Cluster.

• Assessed recruitment efficiency and enhanced reward and recognition policy.
• Measured and evaluated the HR recruitment metrics in the IT department of the TPCODL.
• Proposed changes to recruitment process aimed at reducing turnaround time.
• Reviewed reward and recognition practices to identify improvement areas.
• Designed and suggested a multi-tiered reward and recognition program.
• Surveyed and collected information regarding the Reward and Recognition practices.
• Drafted job descriptions for various roles in the organization.