RCD HR Consulting Ravi C Dasgupta 23rd December , 2015.

Credentials and expertise PGD ( PM&IR) from XLRI between ‘86-’88 with a degree in Law (subsequently while working ). Over 25 years of Corporate experience in Specialist HRD roles and HR Leadership roles. Last 14 years in corporate life spent as Director HR at Allergan India and VP Group HR at Biocon Ltd. 1.

Set up comprehensive Talent Management strategy for large biotech.

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Developed HR Policy manuals from scratch for Pharma MNC and large Biotech.

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Review and redesign of Performance Management for Pharma MNC.

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Developed and ran 3 day Leadership Workshops for Pharma MNC.

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2 cycles of Employee Survey and Feedback followed by CFT workshops to brainstorm changes for Pharma MNC.

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Developed and ran Behavioural Interviewing skills workshops for Consumer MNC & Pharma MNC.

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Facilitated 2 day Management Committee retreat and 2 day Leadership team off-sites for Pharma MNC .

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Anchored internal restructure of job grades and consultant facilitated organisation restructuring.

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Mentored 1 HR head & 1 HR BP over sustained period.

10. Developed and ran 3 day Experiential Intergroup OD intervention for Pharma MNC. 11. Developed and ran Performance Management Skills workshop for large Biotech. 12. Handled Industrial relations issues for 3 years in a paint company & 3 years in a engineering co.

Three Levels of HR Consultancy • Is Talent Management strategy aligned with Business ? • Review of key HR processes to bring about alignment and congruence. Comprehensive • Develop comprehensive Talent Management Strategy. Review

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Individual process reviews

• Work closely with internal HR team to help redesign and plan launch of reengineered system. • Launch plan will include communication plan, help draft communication template, suggest FAQs etc.

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Stand Alone services 3.

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Develop, administer and interpret employee surveys and 360 degree Surveys. Survey feedback and OD. Coaching & mentoring. Customised design and delivery of training and Team Building workshops. Leadership & HR team hiring.

1. Comprehensive Review of Talent Management Strategy

Business Plans and Challenges Talent challenges emerging out of Business plan Talent Gap identification + Review of Talent Acquisition Strategy & Process

Review of other HR Processes Performance Management Process

Learning & Development Process

Compensation Process

Leadership Development , Succession & Career Planning Processes

Process Redesign and integration

Comprehensive Talent Management Strategy

No. Section Subsection

Service offered

1 Manpower planning / staffing norms.

Develop staffing norms for positions like refiller.

Spend one day each with a refiller, salesman, serviceman, backoffice staff, branch manager observing them at work and asking questions when they are not busy. From this, come up with Critical competencies for each role ( to be used in hiring and performance management ) , Job Descriptions for each role and an algorithm for staffing in roles like refiller. To start off Shankar is branch manager.

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Develop manpower plan for 2016-17 .

Develop manpower plan for 2015-16 based on staffing norms and business expansion plans.

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Advise on best ways / Recommend plan for hiring for these positions in sync assist in hiring . with business expansion. Implement plan once approved.

4 Talent Preparing Talent Understand existing hiring practices, challenges and Acquisition Acquisition strategy successes. Develop broad plan for meeting hiring targets and policy. within desired time , cost and quality . Review on 6 month basis and upgrade / evolve as requirements increase in geography and complexity. Draft TA policy to serve as guideline for team as far as TA is concerned. Employment Branding

Find out the perception about the company in general public and potential hires through a survey, how does this differ from the company self perception ? Explore ways to strengthen brand perception. Articulate Employee Value Propasition ( EVP ) and use extensively in different stages of TA process. Use of corporate colours / images / senior management quotes etc. in recruitment advertising so as to piggyback on corporate brand.

Setting up HR from scratch at a start-up. 1. 2. 3. 4.

Initial meeting. Scoping document. Clarify expectations. Estimate workload and costing. 5. Finalise contract & begin Part view of 50 row scoping document, Covers services offered, discussion & agreement.

2.Individual ( HR ) Process review Study of ‘as is’ process

Help process owners accept feedback and implement feasible suggestions

Assist in developing reengineered process

Conduct survey to ascertain employee views

Download findings & suggestions to process champions

Using Action research model of OD

Focus groups for suggestions & ‘buy in’

Assist in development of communication package and FAQs for roll out

Lack of attention to communication program can lead to failure to get acceptance of new system

3. Stand Alone Services Develop, administer and interpret employee surveys

Coaching & mentoring

Organisation Restructure and Design

Survey feedback and OD

Industrial Relations Consultation

HR Policy Manuals & Employee related documentation.

Customised design and delivery of Training & Team Building Solutions

Leadership & HR team hiring

Employee Communications

Stand alone services can be provided on project basis in any of these areas.

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Executive Coaching

™ Organisational Certified coach of Navigation Dynamics , & member of Think Coaching Consortium Since April ’15.

Think Talent Services Pvt. Ltd. Sole India Licensee NEWS® Navigation

THINK TALENT SERVICES CONFIDENTIAL

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A globally tried and tested Development Framework ™

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Objectives of this intervention Preparing Senior Leaders for taking on larger responsibilities and helping them grow in to bigger roles. Broaden self understanding and horizon of Senior Leaders. Develop specific identified areas by improving leadership maturity. * The exact developmental objectives would depend on specific individual needs post questionnaire analysis and 3 way meeting.

Think Talent Services Confidential

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How the process works ▪ The coaching model works on the principle of the NEWS framework . ▪ The coach works with the coachee with the help of a web questionnaire to identify progress areas and challenges. Prior organization data and manager feedback is input into the process.

▪ Development/Organisational goals set in a 3 way meeting between coach, coachee and manager, there could be different solutions/strategies/tools applied as illustrated in the 12 box matrix- slide no. 7 ▪ The coachee is provided a kit which has the different frameworks and solutions, and the coachee works with the coach on some of them depending on the actual needs. ▪ Coaching over 7-8 sessions spread across 6-7 months.

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Customised design and delivery of Surveys & Orgzn. Devt. Interventions.

22 + years of Training , Facilitation & OD.

1. Fully customised approach, no canned surveys. 2. Extensive pre-work to understand client expectations and participant needs and profile. Employee 3. Have the depth in the field to modify survey engagement instrument based on participant expectations. surveys, 360 feedback. 4. Knowledge + Experience = Wisdom. 5. A variety of OD interventions such as Surveys, 360 feedback, assessment centres, top-team facilitation. Includes Leadership Development and OD programmes. 0

Industrial Relations Consultation

25 years in Manufacturing

1. Began in factory : Goodlass Nerolac Paints ( ‘88-’91 ). 2. Moved to Crompton Greaves in Nashik, responsible for 3 factories. ( ’91-’94). 3. 4½ years in SmithKline Beecham ( field union ). 4. 7 years heading HR in Allegan India ( NO UNION )

Completed LLB while working.

5. 7 years heading HR in Biocon Ltd. ( NO UNION ) Includes Employee Relations Consulting , review of all Employee Documentation , drafting of HR Policy Manuals, advising on applicability of Statutory provisions.

Methods of engagement 1. Broader retained services model : In the retained services model would look at minimum 2-4 days of work per month over a period of 6 to 12 months which can be extended further based on mutual satisfaction with the quality of services provided. Fixed deliverables agreed up front and reviewed on a quarterly basis. 3 months notice from either party to disengage if not fully satisfied. 2. Fee based expertise model : Stand alone services would be chargeable either on per-day of engagement, or as a predetermined assignment based pricing approach where engagement is spread over a period of time.

My existing clients…..

Others , at various stages of contracting …..

Request for Referrals ….. 1. MNC’s and other large corporates for their needs in Coaching, Leadership Development, 360 surveys and Training / OD Facilitation. 2. SME’s anticipating rapid expansion & looking to improve people practices through retained HR services over a sustained period. 3. SME’s growing across geographies or multiple locations & loosing touch with “ What do my employees think & feel ? ” for surveys. 4. Start-ups interested in employee morale and engagement but lacking the bandwidth to get into HR themselves for external HR Support. 5. SME’s especially in Manufacturing , looking for consultants in Employee Relations, Industrial Relations or Labour Legislation and Policy Codification.

Frequently Asked Questions ? 1. Where is your office ? My intent is to keep my overheads low, and so I will continue to share office space with my wife as long as possible. 2. Do you supply manpower ? I handle some senior level & HR mandates for my clients, and also take care of all hiring for clients for whom I handle HR end to end. 3. Do you handle payroll ? Only for clients for whom I handle endto-end HR , not as a separate service. No payroll software. 4. What if my requirement is not one of those listed in your PPT ? I have both depth and breath of experience in HR, and am open to discussing other types of assignments also.

Thank you

[email protected] [email protected] in.linkedin.com/in/ravidasgupta Ph : +91-9845165864