Margdarshak - HR Initiative & Strategy Role - PMS & Rewards

1. Devising and owning the HR Initiatives/Projects and ensuring key milestones are identified and communicated to key stakeholders.

2. Partnering with the HR Business Partners to ensure the delivery of key initiatives on time and within budget, resource and policy .

3. Clearly and concisely presenting and communicating key people data to HR colleagues and other stakeholders in a timely and consistent manner.

4. Enabling HRBPs to effectively partner with HODs/Business lead/Team Managers for delivering business goals/objectives, measuring progress of employees on chosen metrics and rewarding excellent employees. Manage the maintenance and execution of the Annual appraisal, standards of performance and performance evaluation instruments. Ensure that organization-wide talent management and performance management initiatives are focused and aligned with organizational goals/objectives.

5. To partner HODs/Business lead/Team Managers to develop SMART KRA/KPIs across roles/level/department. To partner HODs/Business lead/Team Managers to define formulas/weightages to control the outcome/rating during annual appraisal process. Evaluations and classifications of all KRA sheets based on roles/department and ensuring SMART KRA/KPIs are well implemented.

6. To partner HODs/Business lead/Team Managers to standardise the definition of Overachievement/Meeting/Threshold for KRAs/KPIs for each performance parameter. To drive rewards & pay for performance through annual appraisal.

7. Provide professional expertise in the design, development and implementation of the talent review process to create an internal bench of talent.

8. Developing critical talent identification criteria, putting the critical talent on fast track under focused developmental plan. Engaging managers and their direct reports in timely career discussions with the help of HR partners.

9. Identification of pivotal roles and successors for them in line with the succession planning process of the organization. Having focused developmental strategy for the identified successors

10. Partnering end to end development plans for the individuals (with special focus on critical mass).

11. Designing different developmental strategies for different categories of talent. Bringing in multiple dimensions of development in the individual plans. Closely tracking progress vis-a-vis developmental plans and reporting to the relevant stakeholders in a timely and appropriate manner.