Ph.D

The degree was conferred in 2011 Performance Management Systems a Catalyst for Human Resource Development - A Case Study. Thesis was evaluated by University of Southern California and George Mason University

Fellow Chartered Institute of Personnel Development - FCIPD

I am a Fellow CIPD

SHRM - SCP

I am a qualified Senior Certified Human Resource Professional from Society of Human Resource Management

Head of Talent Development

– Lead country talent development for 6500 plus employees.
– Deploy L&D strategy and policy ensuring business partnership.
– Manage the training facilities country-wide, lead in-house trainers, and provide direction.
– Identify the learning and development needs of the whole bank.
– Deploy annual training plans and execute them.
– Get buy-in from the management team on training plan execution and share results.
– Ensure that an effective On-boarding program is in place.
– Assessment of learning & development initiatives through metrics.
– Talent identification and reviews.
– Ensure all L&D-specific audits requirements are in place as required by the regulator.
– Event management including sales conferences.
– Review market best practices and align the organization.
– Present L&D progress to the president and the management team

Head of Human Resources

– Lead the HR function for the organization.
– Align the HR strategy with business strategy (manufacturing and commercial).
– HR Digitalization.
– Ensure the Performance Management System is in place and is aligned with the business HR needs.
– Create a talent strategy and identify the HIPOs and build a talent pipeline.
– Ensure management and leadership development program is in place.
– The rewards system should be competitive and internally equitable.
– Deploy talent specific reward system.
– Regularly conduct market surveys to align the C&B system.
– Ensure industrial tranquility at the Plant.
– Develop and deploy annual training plan and execute it based upon the business strategy within allocated budget.
– Achieve diversity and inclusion target set by the organization.
– HR capacity building in line with the future business challenges.

Head of HR & Services

– Lead HR, Services, and industrial relations functions ensuring business support.
– Represent HR at management team meetings at local/regional forums and suggest strategic improvements where required at the port.
– Liaise closely with regional General Manager HR, Asia Pacific Region.
– Manage employee union and maintain conducive relationship with union office bearers.
– Develop and deploy local HR strategy based upon regional guidelines and business needs.
– Run diagnostics through town halls and employee surveys.
– Ensure local practices are in line with the regional HR guidelines.
– Ensure payroll is run on time and manage HR operations.
– Ensure sourcing of resources as per SLA.
– Talent pool formation, succession planning (ST=1:1, LT=1:2), and development. Retain top talent and make sure that it gets the fair opportunity for development.
– Use expatriation assignments as a tool for top talent development.
– Continuously develop port operations management and staff to manage future expansion requirements.
– Identify HR risks and develop heat maps.
– Practice performance-based rewards management ensuring internal equity and external competitiveness.
– Evaluating jobs, and conduct salary surveys.
– Work as an effective interface between management and union.
– Ensuring maximum utilization of technology in HR and Services functions.
– Lead the HR and services team (48 direct/indirect) to manage 24/7 port operations.

Head of HR and Administration

Manager Human Resource Management and Development

– Lead the Human Resource Management Development
– Ensure all local HR initiatives are in line with the regional guidelines to facilitate the business nationwide.
– Maintain a close working relationship with regional general manager HR based in Singapore.
– Successfully worked with factory management to ensure that factory staff issues are addressed on timely basis.
– Develop HR strategy and tie it with regional priorities.
– Manage employee performance and ensure timely evaluation.
– Conducting TNA based upon competency framework.
– Training evaluation at Kirkpatrick level 3.
– Proactive manpower planning and sourcing.
– Optimize utilization of career center.
– Talent pool formation and development. Play an active role in “talent review discussions” and “individual management development reviews”.
– Facilitate the whole process on given timelines for regional reporting and MIS generation.
– Developed Business Balance Scorecard and deployed it to the individual level.
– Ensure linkage of succession plan with Talent Pool.
– Manage HR quality audits.
– Conduct employee engagement surveys (Kenexa) and develop an improvement plan.
– Lead HRIS development and implement modules.
– Health and Safety reporting.
– Maintain conducive relationship with the General Secretary and Union President.
– Work closely with union president to manage union affairs.

Contract Assignment

Diversity, Equity and Inclusion Award

Won this award on DEI initiatives for United Bank Limited