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Professional Blogs


The future of HR has arrived, and it is now


October 18, 2019

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The Global Economy is experiencing a period of uncertainty not seen before. Factors like Brexit, US Economic / Immigration Policy, Tariff war between US &


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Remembering Mahatma Gandhi – on his 150th Anniversary


October 18, 2019

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Mahatma Gandhi the Father of our Nation wasnt a Management Guru or a Business Leader. He was the leader of the masses and led India


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Schneider Electric India – (since Dec 2005……)

VP- India HR Services

16500 employees – Jun 2011..Jun 2015

  • Vice President – India HR Services for all of SE Business in India and leading a team of 100 members
  • Started with about 36% coverage of Business in India in 2011 and ramped it to 100% coverage. Increased scope of coverage from about 5000 employees to 15000 employees
  • Providing HR Shared Services support to the Business covering

    • Talent Acquisition

    • HR Service Delivery

    • HR Performance & Digitisation

    • Payroll & Compliance

    • Global Learning Services

    • Business Relationship Management

  • Reorganised and stabilised the HR Services Organisation

  • Grew team from 36 members to 100 members

  • Helped to grow employee strength from 5000 to 16500 employees thro 10 Acquisitions

  • Improved HR Services Productivity from 1:140 to 1:220

  • Launched on a HR Goes Digital program and sucessfully implemented various HR Global Tools like Oracle Fusion, Taleo, My Learning Link, People Link, Daptiv etc besides home grown tools

  • Enabled seamless integration of acquired Business viz. APC, Areva T&D, Uniflair, APW President, Invensys and  extended the HR Services coverage to these new entities

  • Set up a exclusive Industrial HRSS organisation to cater to the needs of the Manufacturing Organisation

  • Unified HR Services across organisaiton, BU’s and location

  • One common payroll

  • Set up the Global HR Services support organisation. Support includes Global Taleo Support and also Global Learning Services, where in we provide Global Support across geographies from India.

  • Improved internal HR Services customer satisfaction from 5.5 /10 (2012) to 6.82/10 (2014)

  • Improved SE Universum Ranking in India from 92nd position to 38th position in 2014

  • Won the  **2013 Shared Services Organization Network Award** at the 16th Annual Asian Shared Services Outsourcing Week (SSON)  meet in Singapore, 2-5 September, 2013, showcasing our VOICE program

  • Won the NHRD HR Showcase 2014, Best HR Practice Award for our “Campus Connect” program at the National competition

  • Member of the Global HR Services HRCommittee 

  • Member of the India HRCommittee 

  • Improved Customer Satisfaction by 22% in 3 years

  • Reduced cost per employee served by 16% in 3 years

  • Improved Head count productivity by 46% in 3 years

  • Reduced cost of Hiring by 25 %

  • Our India HR Best Practices adopted globally

    • 90 day onboarding program – Plug into SE

    • VOICE – internal customer experience feedback – Hiring Effectiveness Survey

    • HR Score Card

Schneider Electric India
Global HR Director

(ITB Global Supply Chain) – 6500 employees – Nov 2008 – Jun 2011

  • Was promoted as the Global HR Director for the ITB Global Supply Chain organisation. Was the Global HRBP for the SVP-ITB GSCM.
  • Responsible for providing HR support & Leading HR for the world wide ITB GSCM organisations in US, Europe, China, Phillipines, Asia, India.
  • Leading a HR team of 56 members
  • Helped in rebalancing of Production from Mature economies to New Economies
  • Involved in rationalisation of Plants in US, Europe and China and ramping up Operations in India & Phillipines
  • Coaching & Mentoring senior ITB GSCM leaders
  • Integration of HR policies, systems and tools with the SE organisation
  • Member of the Global ITB – HRCommittee
  • Member of the Global ITBGSCM Management Committee

Schneider Electric India – (since Dec 2005……)

Head HR India Subcontinent (APC India) – 3200 employees – Dec 2005 – Nov 2008

  • Joined as the Head of HR (India Subcontinent) with APC India. Was responsible for helping Business grow the organisation in India.
  • Helped Sales grow from 27m USD to 114 mUSD
  • Grew APC Manufacturing – 3 factories to 8 factories
  • Helped set up the IPO (captive IT organisation) in India
  • Grew India R&D from 10 employees to 50
  • Employee Strength grew from 1800 to 3200
  • Hired the entire leadership team across Sales, Manufacturing, R&D , IT and Support Functions
  • Harmonised HR Policies, Systems and tools across all Business / Functions
  • Thwarted attempts from external unions to gain entry into the organisation and fostered Employee Committees to gainfully engage them
  • Rationalised grades, titles and market driven compensation
  • Lead a HR Team of 24 members
  • Brought down attrition from around 24% to around 12%
  • Helped in seamless transition and integration with Schneider Electric after being acquired in 2007-2008

Caltex India Pvt. Ltd (2002 – 2005)

A leading Energy company globally (Sales, R&D, Manuf – 600 employees)

  • Was responsible for integrating the HR department of 3 organisations including an acquired company.
  • Standardisation of HR policies, Uniform Job Grading, Compensation & Benefits, Job Titles, Performance Management Process, Talent Management & Development, Competency framework, Organisation restructuring and redesign, set up in the India Leadership Council involving leadership of 3 companies and Acquisition & Integration of Chemoleums Lubricants
  • Was promoted as the GM-HR for India & Srilanka

Co Systems India Pvt Ltd (2001-2002),
General Manager – HR

A pioneering Telecom Software Product development company with development centres in India and US (320 employees)

  • Involved in setting up the HR department.
  • Helped up ramp up employee strength to about 300 employees in a year.
  • HR Strategy for gaining entry & foothold in India
  • Engaged with Campus thro Campus Connect Programs and hired through Campus Placements
  • Desigend & implemented HR Policies viz. C&B,  Job Bands, Job Titles, HR Manual, HRIS, Performance Management Process, Competency Framework and Campus Recruitment.

Praxair India Pvt Ltd, Bangalore (1997-2001),
Senior Manager – HR

A global Leader in Industrial Gases (Sales, Manufacturing & IT – 600 employees)

Involved in setting up the Corporate HR. Helped up ramp up employee strength to about 300 employees in a year. HR Policies, C&B, Job Bands, Job Titles, Salary restructuring, HRIS, Performance Management Process, Competency Framework & Training & Development.

Was involved in acquisition and merger of Asiatic Industrial Gases, Asiaticl Oxygen, Carbon dioxide company.

Closure of manufacturing plants. Helped set up a small E-services company to provide internal IT support for Praxair globally.

Indian Herbs, Bangalore (1994-1997),
Manager – HR

A leading Indian Natural Products Company (Sales, R&D, Manuf – 600 employees)

Was responsible for stabilising a HR department, Organisation design, Job Evaluation, Job Grading / Banding & Job Titles. Revamped HR policies, Performance Management Process & introduced a homegrown HRIS package.

Grew company to double its strength, helped set up the Extraction Unit, new R&D Centre and a Human Health Business Unit.

Stabilised IR situation and employee relations by engaging internal Leaders

ITI Ltd, Bangalore (1987-1994),
Assistant Personnel Manager

India’s pioneering Telecom Company (Sales, R&D, Manuf – 32000 employees) Strong foundation set for a HR career

  • Started career at Corporate HR, worked in OD, Policy Making, HRIS, IR, Compensation & Benefits including Staff Officer to the Director-Personnel
  • Moved to ITI Model Plant (Sam Pitroda’s Rural Automatic Exchange project). Responsible for Employee Welfare, Training & Development. Became the Head of the Training Centre and was involved in helping ITI to get ISO Certification
  • Joined as Personnel Officer Trainee ended as Assistant Personnel Manager

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