SHRM India HR Excellence Awards

SHRM India HR Excellence Awards

SHRM HR Awards 2016 Winners

SHRM HR Awards 2016

The SHRM India HR Awards 2017

The SHRM India HR Awards have been instituted as an exemplary platform to recognize organizations that put people first, deliver future focused excellence in the field of People Management and understand the importance of human capital as a key contributor to business outcomes.

The SHRM India HR Awards Intent

For 69 years, the Society for Human Resource Management has followed its core ideology of supporting the professional and advancing the profession. It recognizes the pioneering and innovative people management practices that impact not just organizations but also business, society and the profession as a whole.

After the tremendous success of the awards in the last few years, we invite you and your organizations to apply for the SHRM India HR Awards in its sixth consecutive year. These awards are founded on the philosophy to recognize organizations, which have excelled in bringing NEXT into their people practices and empowered HR to become a Strategic Business Partner. These Awards will also celebrate and acknowledge organizations that work passionately towards raising the bar for the profession through constant innovation.

Award Categories

The Awards recognize excellence in the following categories:
Organization Awards (India Specific):

Excellence in HR Analytics
Excellence in Diversity & Inclusion
Excellence in Social Media - People Practices
Excellence in Community Impact
Excellence in Developing Leaders of Tomorrow
Excellence in Talent Acquisition
Excellence in Leveraging HR Technology
Excellence in Learning & Development
Employer with Best Health and Wellness Initiatives
 
Organization Award (International Category):

Excellence in Human Resource – Outside India
 

Why your organization should enter the SHRM India HR Awards Competition

As an Award Winner, your organization will be recognized and feted as a Leader in NEXT People Practices. In addition, these Awards will establish:

  • Your position as a trailblazer

    The SHRM India HR Awards recognize your organization’s practices as a benchmark of the highest quality within the HR community, be it national, global or virtual.

  • A framework to measure your organization’s performance

    The SHRM India Awards identify and recognize emerging areas in HR, which will have significant and widespread implications for the profession in the coming years. The Awards framework and platform allows you to present the evidence of what your organization and teams do in a measurable manner.

  • An opportunity to advance the profession

    These unique Awards will acknowledge how organizations and their teams have contributed to the advancement of the HR profession through innovative thought processes, impactful implementation and commitment.

  • An opportunity to inspire other organizations and professionals

    Showcasing your work on the SHRM India HR Awards platform will raise the bar for the profession by demonstrating how the best organizations deliver excellence. Your work will inspire other organizations to aim for the next level and set higher quality standards for the entire profession.

Definition:
Human Capital Analytics is the process by which the value of the organization's people is measured and improved for the purpose of enhancing overall organizational performance. The key elements that are important for Human Capital Analytics in the organization are those that add value to your organization which include the tools and technology being adopted, integrating analytics with organizational financials, educating stakeholders and the competency of an individual in this area. The HR Analytics Award recognizes the ability of the organization in incorporating all these key elements in their Human Capital Analytics approach.
Overall Measures:
  • Robust Human Capital Model which ensures that the HR function is involved in developing, implementing and measuring the organizational strategy
  • HR Dashboard used to track progress on HR Strategy and the measurements used to detail performance
  • HR Technology and Tools used for capturing accurate data for business needs and utilization of this data for decision making.
  • Process of measuring contribution at primarily 3 levels – organizational (in terms of human capital cost efficiency and ROI), functional / business unit level (contribution of human capital to the unit’s productivity) and human capital management (in terms of effectiveness of the HR department, employee turnover and other related metrics)
  • Competency of the HR Professional in Human Capital Analytics (e.g. use of Human Capital Analytics by the HR Professional in their daily working, HR people with HR Analytics skills)
  • Trainings undertaken for business management in HR Analytics and its usage
  • Initiatives undertaken to educate stakeholders in Human Capital Analytics
  • Usage of HR Analytics by the top management
  • Usage of HR Analytics by business managers

Definition:
Diversity & Inclusion is the collective mixture of differences and similarities that includes for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences and behaviors.
It has three primary dimensions:
  • Internal dimensions of diversity, such as age, sexual orientation, race and gender
  • External dimensions of diversity, such as religion, marital status, income and educational background
  • Organizational dimensions of diversity, such as work location, function, seniority and management status
This Award therefore recognizes companies that have adopted and implemented policies and practices to build in and promote diversity and inclusion. It seeks to reward the thought process that the "culture of inclusion" has become a business imperative.

Overall Measures:
  • Effective implementation of a proactive strategy in Diversity (for Gender, Generation, Culture, Physical Disabilities and so on)
  • Financial and resource investments for diversity initiatives
  • Process of measuring Diversity ROI, either through impact on the bottom line or the top line
  • Employee perception Audits and Surveys conducted
  • Diversity ratio and workforce composition at senior leadership levels and at the time of promotions
  • Diversity ratio and workforce composition at senior leadership levels and at the time of promotions
  • Performance metrics defined for managers, for diverse teams
  • Focus on resolving perception based differences in performance ratings for different employee groups (e.g. women and men) undergoing similar talent development trainings
  • Availability of infrastructure that is suitable for all employee groups
  • Regular employee survey to assess employee perception of inclusion in the organization
  • Diversity initiatives covering different areas of HR – Hiring, Training, Employee Communication, Engagement, Grievance Redressal, Flexible Policies
  • Focus on increasing diversity in the Supplier base (e.g. empaneling high quality minority suppliers as a business practice)
  • Demonstrate formal or informal leadership by embracing inclusion through positive interactions

Definition:
The use of Social Media for People Practices by an organization refers to the effective use of social media channels, tools and applications for driving key people processes for high impact. The Award seeks to recognize companies that have a well-rounded approach towards integrating social media across talent sourcing, employee engagement, learning, employer branding and so on.
It also recognizes initiatives that the organization is implementing, through which Social Media is being used to foster a higher degree of collaboration between cross-functional teams, leveraging the content created by employees, developing Knowledge Management processes, connecting employees in remote locations to a common platform which allows for knowledge sharing for business value.
Overall Measures:
  • Clear articulation of a proactive strategy for using Social media in HR processes for people and business impact (of different types - Facebook, Twitter, LinkedIn and so on)
  • Financial and resource investments for HR-Social Media initiatives
  • Integrated approach for implementing Social media usage in key initiatives such as Hiring, Training, Employee Communication, Engagement, Employer Branding and so on
  • Creative and appropriate use of different kinds of Web tools and technologies by the organization for employee related activities
  • Regular tracking of both lead and lag indicators to assess whether these initiatives have impacted the organization culture and business, in a positive manner
  • Adapting to the changing manner in which employees connect with each other (for example, having a social media platform internally) and implementing such new initiatives

Definition:
The Community Impact award showcases organizations which have created a significant impact on community through their sustainable social initiatives, particularly in the people realm. It seeks to recognize the commitment of these firms in creating a balanced approach between economic growth and profits on one hand, and community development related initiatives aimed at creating higher societal value on the other.
The areas of impact can range at the micro level, from improving the quality of life for communities that their businesses are operating in, to driving financial empowerment and enterprise development at the macro level. The sectors can vary from Education, Healthcare, Agriculture, Energy, Environment, Livelihood-related training and so on.
The essence of the Award is to recognize the spirit of being responsible as a corporate entity, towards contributing to solutions for identified social concerns by utilizing the organization’s own financial and people resources.
Overall Measures:
  • Metrics used to measure the Community Impact (and Societal Value) of the initiatives, over a predefined timeframe
  • New initiatives added in the past 3-5 years, to which budgeted funds have been allocated
  • Financial and people investments made in this area
  • Process used to track accountability of funded programs through regular measurement and reporting of outcomes
  • Initiatives undertaken to increase Employee Involvement in the Community programs supported by the organization
  • Initiatives to develop community networks, facilitated/led by the organizations that are self-sustaining

Definition:
Developing the Leaders of Tomorrow requires a different kind of approach as compared to the leadership development frameworks that organizations typically have. The need of the market is to have a holistic LEADER development approach, which focuses on elements such as sustainability, a global mindset, value system based on ethics, accountability and so on.
This award therefore seeks to recognize organizations which have been implementing best/next practices/programs in this area in order to develop their potential leaders (3 to 5 years) or emerging leaders (roles which are a level below the CXO roles), for roles which are new and far more challenging than those in the past, due to the rapid market changes.
Overall Measures:
  • Growth in the number/percentage of potential and emerging leaders identified in-house for future roles
  • Quality and diversity of developmental projects/initiatives provided to potential leaders
  • Parameters used to measure business and strategic impact of these programs
  • Evaluation approach identified to assess the performance of the identified future leaders in roles which require them to demonstrate the requisite attributes
  • Financial and people related investments made in programs and practices in this area
  • Retention of high potential leadership talent that has been identified through this process

Definition:
Talent Acquisition is a critical component of any organizations HR strategy. These practices determine the manpower that enters and eventually runs the organization machinery and have an important impact on the employer brand and perceived employee value proposition.
First impressions are often lasting impressions; and thus, the talent sourcing and staffing practice is critical in creating that undying impact on prospective and new hires. This practice also has an immense impact on the organizations’ topline and bottom line as both are ultimately driven by the employees.
This award, therefore, recognizes organizations that have instituted excellent practices in the field of talent sourcing and staffing and have elevated the talent acquisition lifecycle (sourcing, hiring, and onboarding) to a highly productive level.
Overall Measures:
  • Presence of a comprehensive and proactive sourcing strategy aligned to business needs
  • Variety of approaches used to source talent
  • Use of effective performance metrics to track success of the talent sourcing and staffing process- time to hire, cost per hire, hire yield ratio etc
  • Financial and people related investments made in this area
  • Routine and consistency in the talent sourcing through established norms and detailed guidelines
  • Efforts to reduce overall hiring costs through well-crafted and automated processes
  • Favorable Employee feedback, through employee satisfaction scores
  • Building the Employer brand and the ability to position itself as the "employer of choice"

Definition:
Leveraging HR Technology is the extent to which organizations are able to effectively use technology to drive and deliver organizational / HR goals in order to gain competitive advantage. It seeks to transform the role of HR from merely administrative and operational to a more consultative and strategic one.
The key elements that are important for Leveraging HR Technology in an organization are those that facilitate the digitization of HR processes which include the scale and depth of technology implementation, the ease with which HR data can be accessed and analyzed, whether automation has facilitated alignment of HR goals with business goals, and ensuring that it is a process of continuous improvement rather than a one-time intervention.
This award therefore recognizes the ability of the organization in incorporating all these key elements to make their internal HR processes more efficient and also better align their HR goals to business goals.
Overall Measures:
  • Number of HR processes automated and number of business units/ locations covered
  • HR Dashboard used to track progress on effectiveness of HR automation and the measurements used to detail performance
  • Technology and Tools used for automation of HR processes and effectively using them to achieve organizational objectives
  • Process of measuring contribution at primarily 3 levels –
  • Organizational Level (extent to which use of technology helped align HR goals with business goals)
  • Functional / Business Unit Level (extent to which digitization of HR processes led to improvement in the unit’s productivity)
  • Individual Employee Level (in terms of increased employee/manager self-service)
  • Transitioning HR roles from mainly administrative to consultative and strategic – as perceived both by HR and business
  • Financial & people related investments made
  • Initiatives undertaken to educate stakeholders and ensure smooth transition from manual to automated HR processes
  • Usage of HR technology by senior leaders
  • Usage of HR technology by business managers
  • Usage of HR technology by employees

Definition:
A learning organization is one which promotes and enhances continuous learning of its employees in order to remain competitive. Learning and knowledge acquisition encourage critical thinking and experimentation resulting in improved employee contributions over time.
This award therefore seeks to recognize organizations with demonstrated success in learning initiatives that include training, development and knowledge management. Learning includes acquisition of knowledge (tacit & explicit), skills, behaviors or competencies which are critical for organizational success.
Overall Measures:
  • Opportunities provided to employees for development – in-house and external training programs conducted, sponsoring employee higher education, etc.
  • Quality and diversity of training available to employees
  • Parameters used to measure business and strategic impact of the training programs
  • Use of technology either alone as a supplement to other learning methods or to facilitate learning and transfer of training
  • Evaluation approach used to assess the improvement in performance of the employees who have undergone training (Lead and the Lag measures)
  • Evaluating the extent to which such initiatives have benefitted the organization in terms of better productivity, attracting better talent, retention, etc.
  • Extent to which learning and development is used in change management and OD.
  • Financial and people related investments made in L&D initiatives
  • Partnerships with academic institutions to provide basic skills training, develop customized programs etc.

Definition:
This award seeks to recognize organizations that understand the linkage of employee health to business productivity. These have proactively identified or designed specific health and wellness programs which can support the needs of their employee segments.
The initiatives that can be covered under these go beyond insurance plans. These can be onsite healthcare facilities or online health assessment tools, programs and information providers for healthy lifestyles, regular medical employee health screening camps, wellness and nutrition coaching/ counseling, tie-ups with any hospitals, club or gym memberships, women’s health, stress management counseling. The programs for senior leadership can also be included in this category.
Within the gamut of this award, will also be healthcare support provided to disabled employees or those who have been injured while at work, assistance provided to those who have a dependency on tobacco or alcohol, suffering from obesity. In inclusive and forward thinking organization, this could also involve counseling related to raising awareness in HIV/AIDS.
Overall Measures:
  • Number and frequency of the health and wellness employee initiatives
  • Range (wide/diverse) of initiatives provided from the list shared above (and any others) and provisions made under each of these
  • Investment made (financial and people) in employee health and wellness related programs
  • Parameters used to measure the satisfaction, usage and value of these programs to the employees and percentage of employees covered by these programs
  • External partnerships and tie-ups for the programs
  • Any process used to track the positive business impact of these programs

Definition:
Excellence in Human Resource requires organizations to think laterally and design and implement people management practices and/or systems that are exceptional as opposed to the traditional processes that organizations typically have. An ever-evolving external environment, where knowledge workers are the differentiators for successful organizations, it is essential for organizations to come up with practices that not only differentiate them but also support in achievement of their people and overall business strategy.

The key dimensions of such a people management practice or system are:
  • Uniqueness of the practice/system. This implies that while the practice/system would be grounded in the traditional Human Resource disciplines, it would still be innovative and unique to the organization
  • Integration of the practice/system with the overall human resource strategy of the organization. This also implies that the practice/system supports the organization in achieving its targets (bottom line and/or top line)

This award, therefore, seeks to recognize organizations, which have successfully designed and implemented such "excellent" people management practice(s) or system(s). This could be a single/multiple innovative practice(s) or system(s) that the organization has implemented across any area in Human Resource and has been running successfully in the organization for some time.

Note:
  • Each organization may submit an Application Form which includes one or more (maximum 3) initiatives' of people management/HR practice or system
  • The said practice/system must have completed a minimum run of two years in the organization

The entry can include details of a single practice or an entire system. For example:
HR Practice: An organization may submit details of how they have introduced the concept of a 'Career Manager' where each individual in the company is assigned a career manager who focuses on the individual’s long-term growth through frequent mentoring and developmental inputs provided by the Career Manager
OR
HR System: An organization may submit details of their ‘Career Management System’, which has various sub-sets like individuals identifying their current competencies, career aspirations and competency gaps based on the needed competencies/skills for the next role in the organization. These individuals would then create a plan for covering the competency gap; be assisted in the same by their career counselors and work on the same. The entire system is online and automated with career opportunities in the organization also posted on the online portal in a regular manner.

Within the gamut of this award, will be practices or systems under any HR discipline. The following are indicative disciplines that the practice/system could fall under:
  1. 1. Strategic HRM
  2. 2. Talent Acquisition and People Flows
  3. 3. Performance Management
  4. 4. Learning and Development (including Knowledge Management)
  5. 5. Compensation, Reward and Recognition
  6. 6. Talent Development, Engagement and Retention
  7. 7. Employee Advocacy and Relations (includes Employee Engagement)
  8. 8. Industrial Relations
  9. 9. HR and Social Media
  10. 10. Diversity & Workplace Flexibility
  11. 11. Executive Coaching and Leadership
  12. 12. Human Capital Standards and Analytics
Overall Measures:
  • Innovativeness of the practice/system. Its' uniqueness to the organization and difference from practices followed in the industry or parallel industries.
  • Adequate balance between human touch (exceptions, personal connect) of the practice/system and its routine and consistency (through established norms, detailed guidelines)
  • Integration of the practice/system with the HR strategy and overall Business strategy
  • Financial and people related investment made for the system/practice (can also include details of organizational culture and infrastructural changes made to incorporate the practice/system and leadership buy-in for the system/practice)
  • Parameters used to measure business and strategic impact of the practice/system (Qualitative and quantitative data both will be accepted here. This specially tracks the business impact of the program)
  • Parameters used to measure the satisfaction, usage and value of the practice/system to the target employees and percentage of employees (from the targeted population) covered by the program (this specifically tracks the people impact of the program)
  • Variety of methods used in the practice/system (example: a leadership development program could use a variety of methods like coaching, classroom training and live projects)

Eligibility Criteria for participation in the Awards

Participation is open to the following organizations:
  • Participation is open to both SHRM as well as non-SHRM members
  • Industry: Firms operating in any of the industry segments within the categories of Services, Manufacturing and Agriculture.
  • Origin:
    • Indian organizations - Multinational corporations, family owned business houses which have domestic and/or international operations
    • Foreign owned Multinational corporations, their captives and MNC third-party players with operations in India that cater to both domestic and export markets.
    • In case of organizations applying for the International Award category (Excellence in Human Resource- Sri Lanka), they would need to have operations in either one of the stated countries.
  • Legal status:
    • Private sector
    • Public sector enterprise
  • Participating organizations should have sound financial performance in the past 3 years.
  • The Initiatives / Projects shared in the Application form should be completely executed or should be an ongoing initiative/project. No initiatives in the planning/ conceptualizing stage may be mentioned.
  • The Initiatives / Projects shared in the Application form should have been implemented/ initiated within the period, 1st April, 2014 - 31st March, 2017.
  • The Awards Management has the right to ask for documentary proof of information provided/ audit the information shared.
  • The Awards Management holds the right to disqualify any application which does not meet the eligibility criteria without assigning any reason whatsoever.
  • If at any time, any information provided by the nominating organisation is found to be incorrect in any manner, the nominating organisation will be disqualified from the Awards.
  • To enable equal representation of large and small to medium sized companies, and achieve an objective comparison, two categories have been created. However, separate assessment of the applications category wise will only be carried out if there are sufficient applications in that category, else all the applications will be reviewed together in an award category.

For the purpose of these awards MSME is defined as under:
Micro, Small and Medium Enterprises (MSME) are classified in two Classes:

(a) Manufacturing Enterprises: The enterprises engaged in the manufacture or production of goods pertaining to any industry

(b) Service Enterprises: The enterprises engaged in providing or rendering of services

Manufacturing Sector
Enterprises Investment in Plant & Machinery
Micro Enterprises Does not exceed twenty five lakh rupees
Small Enterprises More than twenty five lakh rupees but does not exceed five crore rupees
Medium Enterprises More than five crore rupees but does not exceed ten crore rupees
 
Service Sector
Enterprises Investment in Equipment
Micro Enterprises Does not exceed ten lakh rupees:
Small Enterprises More than ten lakh rupees but does not exceed two crore rupees
Medium Enterprises More than two crore rupees but does not exceed five core rupees

Application Process
Step 1: Register for the SHRM India HR Awards 2017 by sending across a duly filled, signed and stamped copy of the Declaration Form to our official awards mailbox - SHRMIAwards@shrm.org. You may also reach out to this email address for any clarifications.

Download Declaration Form

Step 2: Request the SHRM team for an invoice depending on the categories you have applied for. All applicants would need to make a one - time Application Fee of INR 30,000/- + Govt. taxes. This standard fee is non – refundable and applicable for a maximum of two categories. In case of participation in three categories or more a flat fee of INR 45,000/- + Govt. taxes will be charged. There is no restriction on the number of categories an organization can apply as long as it meets the required eligibility criteria.

The payment of the Application fee can be made online by   Clicking on this link or a cheque/ demand draft can be drawn in favour of Strategic Human Resource Management Pvt. Ltd or SHRM India Pvt. Ltd and sent across to the below mentioned SHRM office:

Mr. Mayank Runthla
SHRM India Pvt. Ltd. 1507, 15th Floor, Tower-D Global Business Park, M.G. Road, Sector-26 Opp. Guru Dronacharya Metro Station Gurgaon – 122002 (Haryana)

Step 3: Download the Application forms for the specific Award categories, you wish to apply, from the links below. Fill out the details required for your respective Application Forms and send it to us at SHRMIAwards@shrm.org. You can also attach supporting documents of maximum 30 pages/slides for a particular Award category. These collaterals will be accepted only in the form of PPT, PDF or WORD documents. No excel formats, video/ audio submissions, links hyperlinked in text will be accepted.

Also, a hard copy of the Application Forms along with collaterals is required to be couriered to the SHRM Mumbai Office at the below mentioned address:-

Ms. Perzine Dadyburjor
SHRM India Pvt. Ltd. Society for Human Resource Management (India) Trade Centre, Level 1, Suite No.1056, Bandra Kurla Complex, Bandra (East) Mumbai 400051

Download Application form for the following award categories:
Excellence in HR Analytics
Excellence in Diversity & Inclusion
Excellence in Social Media - People Practices
Excellence in Community Impact
Excellence in Developing Leaders of Tomorrow
Excellence in Talent Acquisition
Employer with Best Health and Wellness Initiatives
Excellence in Human Resource – Outside India
Excellence in leveraging HR technology
Excellence in Learning and Development



All applications must be sent through an official email address and one single point of contact should send across all forms as well as queries.

Last date to accept nominations and pay the Application fee - 18th August, 2017
Last date to submit completed Application forms – 21st August, 2017

The completed Application forms (soft copy) should reach the SHRM Mailbox - SHRMIAwards@shrm.org and a hard copy of the same should reach the SHRM Mumbai office not later than 5:00 pm on 21th August, 2017.

Evaluation Process

All Applications will be put through a three - level evaluation process:
1. Level 1 - Preliminary Screening of all Submissions: 23rd & 24th August, 2017
Initial screening of all applications forms.
2. Level 2 – Primary Jury Evaluation: 29th & 30th August, 2017
Application forms will be reviewed on various parameters, by an esteemed jury panel. The jury will arrive at a list of shortlisted finalists which will proceed to the Final Jury Evaluation.

3. Level 3- Final Jury Evaluation: 6th & 7th September, 2017 in Mumbai
The finalists that emerge through the Level 2 evaluation from the Primary Jury would be required to make a presentation to the Final Jury Panel on either of the above mentioned dates. A senior representative from the shortlisted organization would need to be there in person to make the final presentation and respond to any questions the jury may have. All applicants will be informed via email if they have been shortlisted or not. Respective organisation representatives would accordingly need to make themselves available. The winners of the SHRM India HR Awards will be announced and awarded at the SHRM India Annual Conference, Awards Night on 14th September, 2017 at the Taj Palace, New Delhi.

Evaluation Parameters:
The jury will be evaluating participating organizations on three broad parameters:
  • Innovation in the Initiative: This parameter evaluates the originality in the said HR initiative/process. An innovative practice or system is one, which is highly unusual, creative and unique to the company’s culture and overall strategy.

    This encompasses innovation in the design, delivery mechanisms, implementation and tracking of the system/process. It also includes original communication campaigns and design of metrics around it.

  • Impact on Stakeholders: This parameter evaluates the business and strategic impact of the said HR initiative. An impactful system/ process is one, which involves a variety of stakeholders in its design and implementation and is of immense satisfaction, usage and value to the target audience.

    Recognition of the system/process in external and internal forums and tracking of metrics showcasing its success are also encompassed in this parameter.

  • Sustainability and Scalability: This parameter talks of the routine and consistency in the said HR initiative. A sustainable and scalable system/process is one, which has detailed norms and guidelines, attached to it and improves itself basis feedback and audits.

    Financial, people, organization culture or infrastructure related investments and changes as well as communication and branding of the system/process contribute in making it sustainable and scalable.

SCREENING JURY

Nidhi Kajaria

Nidhi Kajaria

Ms. Nidhi Kajaria, Deputy General Manager, heads the Human Resources for International Banking, SME & Commercial Banking in ICICI Bank Ltd. She also heads the Compensation & Benefits for ICICI Bank. She has been with the Bank since 2003.

Ms. Nidhi Kajaria holds an MBA degree in Personnel Management and Industrial Relations from XLRI, Jamshedpur. She is also a Member of the Chartered Institute of Personnel Development.

In her 13 years of work experience, Nidhi has handled leadership development, succession planning, rewards & benefits management, employee relations, learning & development, equality & diversity, and large scale talent acquisition & employee engagement processes. At ICICI Bank, she has successfully lead cross cultural HR teams including subsidiaries in UK, Canada and branches in US, Singapore, Bahrain, Hong Kong, Sri Lanka, Middle East, China and South Africa. She has been instrumental in establishing the regulatory and compliance framework within Human Resources for the Bank in India and abroad. She has a keen interest in HR analytics and technology initiatives that aid in decision making and management of scale.

FINAL JURY

Milind Kelkar

Milind Kelkar

Milind Kelkar has close to three decades of successful track record in making the HR function a dynamic and integral part of top management, transforming organizations to deliver competitive business results in diverse industries (Hospitality, IT services & Consulting and IT enabled services) globally. Having done innovative work in HR in a rapidly changing business world, he steered organizations and delivered results through change and transformation, mergers & acquisitions, aggressive ramp up during start - up, high growth phase and re-branding / re-badging situations. Early on in his career, Milind was challenged with the responsibility of managing and leading large number of employees , spanning multiple locations / SBUs.

Milind has extensive HR, operations and delivery experience entrenched in deep process orientation with notable strengths in managing cross-cultural and cross – functional assignments of a global scale. The variety of assignments with multi-geography responsibilities has helped Milind evolve as an inquisitive professional with global orientation. He played a key role in planning, executing cultural transformation of organizations including change management within organizations to develop a rich culture , enhancing work ethics and building a performance driven culture.

After completing MBA from Pune in 1983, he started his career with Taj Group of Hotels – a TATA group company, for close to nine years and for the next 18 years worked with Wipro, DCM, efunds (HCL – Deluxe), Solectron, Cendant and Vertex. During this period, he gained multiple start – up experiences, including an opportunity to be part of building large, multi-geography and multi-unit operations for global firms. From 1998 onwards till 2010, he held various leadership positions as Chief Personnel Officer or Chief of Business Services being responsible for all aspects of people management and internal enabling functions. He does consulting focused on delivering business results through enhancement of people processes, customer focus and service management, learning & development, facilitating organizational change & transformation and HR Advisory services.

SHRM India HR Awards 2016 Winners

SHRM India HR Awards 2016

Case Studies of Award Winners

Download Case Studies

Jury Members

screening jury