Tanya Pallavi

- Joined MPL at series B, with a valuation of 150 mn and headcount of ~150 employees in March 2020

- Supported the org with a rapid scale-up to support business aspirations of growth during the pandemic

- Set up the People practice and various disciplines within it: (a) organization design and talent planning (b)talent fulfillment/ recruiting (c) people experience (d) people development (e) people operations & total rewards (f) people tech & analytics

(a) Org design & talent planning: to support aspirations of building internal expertise, and international expansion and enable expeditious headcount scale-up designed and operationalized the org design and operating model along with the Vertical leads and the founders within the first quarter of my joining the company. Org design entailed identification of the design principles, choosing the right org design model in line with the org strategy, defining lines and boxes, reporting lines, N - 1 leadership consolidation and selection, defining roles and responsibilities, setting north star and key metrics for each vertical & POD, creating the competency and skill matrix, job descriptions, setting up bands and grades along with compensation benchmarks. As the org matured, was able to define the utilization and productivity measures for every POD to enable quarterly talent planning.

(b) Talent fulfilment : Hired and set up the leadership team along with the founders and the founding team as an IC. Scaled headcount to ~7x in 10 months to support aggressive growth plans across skills and capabilities (tech & non-tech) in the highly competitive talent market along with a team of 5 recruiting associates. Built the talent branding strategy for the company solving for the top-of-the-funnel applications, increasing conversion % and reducing hiring TAT. Worked along with the team on improving candidate experience to arrest the dropout % from ~60% to 38% against the market benchmark of 75% in 2020.

(c) People experience: Using design thinking principles set up the People Experience practices and reimagine the HRBP role to that of a 'People Experience Ally'. Solved virtual onboarding and integration by instituting the D90 journey (first 90-day employee experience) and set up a virtual Boot-camp. Instituted and automated pulse checks in the form of the 'Employee Health Index' and 'Reverse Mentoring' (upwards manager feedback) to drive meaningful and customized people interventions.

(d) People development : institutionalized Goal-setting process, values and goal-based performance management process, and total rewards to set up a culture of continuous feedback and learning. Very early on identified the need for leadership development and coaching for the N-1 leadership. Assisted first-time managers in architecting their teams, rituals, scrums, feedback mechanisms and people interventions. Launched first-time manager training.

(e) People operations and total rewards : Set up and manage total rewards strategy including ESOPs (allocation model, management and operations) to drive high performance through both short-term and long-term incentive plans. Incubated shared services to support payroll, compliance, global mobility, due diligence and audit support. Designed and launched various policies and benefit programs to support individual and team wellness covering mental, physical and financial aspects for higher employee satisfaction and retention.

(f) People tech and analytics: Implemented HR tech (Darwinbox, ZenEquity, Huddleup, Klaar) to automate and speed up operations. Created 'people dashboards' tracking metrics for the founders, leaders and managers for real-time cost, headcount and health insights. Encouraged and enabled data-backed decisions, experimentation and interventions.

- Led people integration for two acquisitions (GameDuell and Gaming Monk)

- Led cost optimization efforts to support the org meet aspirations of EBITDA positivity in 2022. - Lead and manage the Board Compensation & People Committee and manage investor relations on all aspects of the people function.- Built, scaled and developed a strong People Team with diverse talent from various fields and industries - hospitality, consulting, psychology, banking and technology to name a few.

- Led end-to-end post-merger 'people supply chain' integration

- Worked extensively on operational excellence - operating model, success measures, functional charter, review mechanism, reporting & analytics cadence for the Workforce Management Group (supporting demands across ~1500+ clients, ~130k employees, 73 countries)

- Managed HR tech consolidation – retirement, acquisition and integration along with designing newco

- Designed and implemented Workforce Management operating model - Handled talent management, optimization and org design for the Resource Management Group

- Managed projects on workforce Planning and labour cost optimization

- Led global programs on streamlining demand generation, demand validation & approval, internal talent search, external hiring and contracting processes enabled by analytics, automation, tech enhancements and system integration

- Thought partnered on strategic initiatives (pyramid correction, campus hiring strategy, contractor cost reduction, global mobility, upskilling /cross skilling)

- Conceptualizing, testing and launch of bespoke internal tools

- PMO for the CHRO, setting quarterly priorities in alignment with business strategy - Operational separation

- Demand management, bench, consultant utilization & deployment for 150+ consultants

- Demand/ supply gap forecasting

- ‘On time fulfillment’ balancing client needs, consultants’ preference & development

- Bi-annual reviews and upward feedback facilitation

- Automation and cadence set up for operational & leadership reporting - Identification and addressing professional development concerns around staffing, mentorship, connect with the Partner Group, role clarity, job expectations, career advancement and work life balance amongst others

- Employee engagement lead for South India region

- Client engagement for a prominent financial client

- Deployment, monitoring movement, separation, contracting

- Renewal, suspension of SOWs and invoicing

- Database maintenance and handling queries for both client and internal associates deployed at the client site

• Graduate recruitment Induction Program (GRIP), hiring 600+ engineering graduates & deployment across Business Solution Centres

• Campus recruiting from Tier 1 & 2 colleges (200+ hires)

- Demand collation across Business Solution Centres

- Creation of recruiting strategy & alignment with the RMG head & COO - Setting up pre-placement talks, finalising selection process, organizing & onboarding panels, administering the process & logistics

- Maintaining corporate-campus connect

- Managing onboarding formalities & first ’90-day experience’

• Relationship management for 300+ resource partners for optimum utilisation of the services engaged

- Quarterly evaluation

- Renewal/ suspension of contracts based on performance

- Empanelment of new vendors - identifying new partners based on the internal requirement, negotiations on the rates, terms and conditions and seeking necessary approvals

- Launch of vendor management portal & process automation

- Ensuring adherence to policies and service level agreements by both the partners and the recruiters