KEY ACCOUNTABILITIES
•Business Partnering :,Act as Business partner for Business Function(s),Participate in Business Function(s) Planning & Reviews to provide People Management perspectives /Strategies,Facilitate & evolve Business Function(s) Vision / Mission & cascade it to every employee & embed in their Goals as part of Goal Setting,Conduct Training for Line Managers
(,Achievement of Goals of the Business Function(s))
•Employee Communication , Total Employee Involvement ( TEI ) & Engagement :,Ensure Effective engagement by knowing & understanding each employees needs / concerns.,Facilitate Monthly Communication , Skip Levels, Open Houses , Retention discussion , Exit Interviews & take corrective measures,Conduct Team Effectiveness interventions to improve business results & relationships,Coach Line Managers to enable them to become effective People Managers,Fun at Work implementation,Support building employee capability on Quality Tools , Statistical Problem Solving , participation in Quality Initiatives ( Kaizen , CFT , Quality Circles , 5S etc ) to drive Total Employee Involvement ( TEI )
(Employee Engagement Score,Frequency & quality of interventions / communication sessions,No. employees covered under CFTs , Kaizen , QC,)
•People Productivity :,Facilitate the Business Function(s) to improve People Productivity by Capability Building / Manpower Planning / Job Evaluation / Organization Restructuring
(Manpower Productivity Indices)
•Talent Acquisition :,External recruitment to raise the quality bar ,Campus Recruitment from niche institutions to build own Cadre,Evangelize & maximize IJP success,Build talent pool for future Airports,Induction, Onboarding, Great Experience delivery
(Quality of Hire,No. of positions closed through IJP,No. of hires done from premier campuses)
•Learning & Development : ,Conduct Role based TNI basis Behavioral & Technical Competency Dictionary , nomination, Effectiveness measurement to build future capability,Facilitate Multi Skilling Initiatives ( Intra / Cross Functional ) for personal development / growth
(Increase in Proficiency levels,Level-3 Score of Kirk Patrick,Increase in versatility Index)
•Performance Management ( meritocracy ) : ,Conduct Goal Setting workshops, do Goals audit, conduct Performance Dialogue workshops, ensure deployment of both in letter & spirit.,Reward Management for good performers,Consequence Management for low performers
(Employee Satisfaction Index on Performance Management System)
•Talent Management :,Management of Fast Trackers / Top Talent by driving their 70:20:10 agenda,Build strong pipeline ( Succession Planning , Career Planning , Job Rotation & its execution at CXO , CXO-1 , CXO-2 levels) ,Build Leadership Pool for future Airports,Drive engagement / Leadership Touch Points for Top Talent
(No. of Job Rotations done,Depth of Succession Pipeline ( CXO-1 , CXO-2 , CXO-3 ),Employee Satisfaction Index of Top Talent)
•Employee Relations : ,Problem solving in IR & Employee Grievances Redressal System , Disciplinary action,Ethics & Governance,Values & Beliefs
(ER Climate / Employee Engagement Index,Cycle time of closures)
•SAP- Payroll & WFA,Coordinate with SSC for effective Payroll implementation, leave management, Recruitment- Probation & Confirmation, PMP- Goal Setting and Reviews end to end.,Handling closure of Audits ,Liasoning with CHR to implement the above processes & SAP implementation
(No NCs)
•Additional responsibility as COE Lead :,Network with industry , be a strategic thinker & bring Outside-in Thought Leadership / new knowledge ,Collaborate with CHRO, CEO, Corporate HR for process development,Taking care of new airports in establishing the processes, hiring and stabilizing the operations.,
(No. of Best Practices / new ideas implemented )
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