Vaibhav_CV_WB Format

Proposed Position

Name of Firm Deloitte Touche Tohmatsu India LLP

Name of Expert Vaibhav Sharma

Date of Birth April 26, 1985 Citizenship Indian

Education Institute, Location Year of Passing Degree / Diploma

Delhi School of Economics 2009 Master of Human Resource and Organizational Development

University of Delhi 2006 Bachelor of Science (Hons.)

Membership in Professional Associations

National HRD Network

Other Training

Countries of Work Experience

India, United States of America

Languages Language Speaking Reading Writing

English Excellent Excellent Excellent

Hindi Excellent Excellent Excellent

Employment Record

From: Nov 2012 To: Till date

Employer: Deloitte Touche Tohmatsu India LLP (Formerly Deloitte Touche Tohmatsu India Pvt. Ltd.)

Position Held: Manager – Government, Utilities, Infrastructure & Development (GUIDe)

From : Dec 2010 To: Aug 2012

Employer : Ernst & Young Pvt. Ltd.

Position Held: Consultant

From : Jun 2009 To: Aug 2010

Employer : Deloitte Consulting India Pvt. Ltd.

Position Held: Analyst

Detailed Tasks Assigned

Work undertaken that best illustrates capability to handle the tasks assignedName of assignment: Bangladesh Central Govt. Performance reformsPeriod: October 2015 – Feb 2016Location: BangladeshClient: The World BankMain project features: Design govt. performance management systems including design of performance management framework for driving country level performance indicators.

Positions held: Govt. performance management expertActivities performed:A. Design of framework and working closely with govt. departments, agencies

under the Prime Minister.B. Conduct of workshop to transfer knowledge on the framework and next

steps

Name of assignment: SECTOR REFORM AND UTILITY COMMERCIALIZATION SUPPORT PROJECT (SRUC)Period: May 2016 – ongoingLocation: India, South America, AfricaClient: USAIDMain project features: Study of impact of incentives on non-technical loss reductions in distribution utilities globallyPositions held: Subject Matter ExpertActivities performed:A. Lead the study for allocated geography and conduct interviews with govt/

private utilities and develop the report for global integrationB. Review the work and provide expert opinion/ advise on next steps to be

adopted by utilities for reducing non-technical losses through incentivesName of assignment: SUPPORT THE LAUNCH OF INDIA POST PAYMENTS BANKPeriod: April 2016 – ongoingLocation: IndiaClient: India PostMain project features: Lead the institutional establishment piece including structure, institutional setup, manpower and policiesPositions held: ManagerActivities performed:A. Ensure that the institutional aspects are aligned to objectives of the

organization which is focused on financial inclusion, connecting the unbanked.

Name of assignment: REVIEW FRAMEWORK AND BUSINESS PERFORMANCE FOR GOVERNMENT SECTOR CLIENTS ACROSS INDIAPeriod: October 2014 – ongoingLocation: Across IndiaClient: World Bank and Govt. owned UtilitiesMain project features: Define the business review framework for govt. owned utilities with customer service orientation and commercial liabilitiesPositions held: Project ManagerActivities performed:Conceptualize the framework for government owned organizations that have socio-commercial mandate and have to meet customer service requirements. Conduct process re-engineering and define innovative ways of improving performance of such utilities.

Name of the assignment or project: Design of a Training Development system for Central Intelligence Agency under MHA

Year: 2011-2012

Location: New Delhi

Client: Ministry of Home Affairs

Main project features: Developed the Training & Development system keeping in mind the unique requirements of an Intelligence Agency including technical training programs.

Position held: Team Member

Activities Performed:As a team member, Vaibhav performed the following activities:

Designed the Training & Development system

Developed process manual

Suggested Technical & behavioural trainings for key roles

Name of the assignment or project: Project Management Office and Instructional Design

Year: 2009-2010

Location: Hyderabad and Washington DC

Client: Federal Aviation Administration

Main project features: A post ERP implementation process audit highlighted a gap in the understanding of the employees about financial processes at FAA. Deloitte’s L&D team was engaged to provide a suitable solution to bridge the gap



Storyboarding basis process content identified with the client

Conversion of raw content into learning material

Project Management for development of Web-based trainings

Review & delivery of the final product as per client specifications

Conduct internal trainings on the concept of StoryboardingName of assignment: Diagnostic Review and Reform Roadmap Support to Rajasthan Distribution UtilitiesPeriod: Nov 2015 – Mar 2016Location: Jaipur, RajasthanClient: The World BankMain project features: The World Bank has been approached by the State Government to provide a transitional finance support to the power sector to aid the utilities in their financial turnaround. As part of this program, the World Bank intends to carry out a validation / due diligence of the action plan devised by the utilities and a diagnostic of the commercial, IT and HR processes and systems to identify critical areas of improvement over the near to medium term.Positions held: HR Team LeadActivities performed:B. Review of the Action Plan of Distribution Utilities in adherence of the State

Distribution Management Responsibility Bill and FRP commitments.C. Metering, Billing & Collections (MBC) Diagnostic ReviewD. Human Resource & Organizational Aspects Diagnostic Review Module 1 - Organization Structure, Roles & Manpower:

― Organization structure across all the levels including the senior management and identification of gaps in alignment to the strategy / business plan and processes in the organization.

― Roles & responsibilities / Accountability at the point of delivery of service and associated challenges.

― Manpower (Sanctioned & Filled) at various levels in the organization and identification of key challenges with respect to the same. As-is analysis of manpower to include also a review of manpower models (Franchisee / outsourcing models) employed, variations with respect to

the demographic, etc. and the separation (attrition / retirement) analysis in the utilities.

Module 2 – Performance Management / Incentives / Rewards― Analysis of the cascade of performance measures from organizational

to functional departments and review of measures used for performance evaluation

― Review of individual performance management system and assessment of gaps if any.

― Review of existing individual / group incentive and rewards scheme. Module 3 – HR & Capacity Building Processes

― Recruitment process including for top management― Recruitment and Promotion rules – eligibility and evaluation criteria etc.― Training processes― Succession planning― Service Rules and HR policies / HR Manual― Transfer Policy― Assessment of capacity of each department or function based on

sample study of profile of incumbents in each functional area.E. Information Technology (IT) Diagnostic ReviewName of Assignment: Management Consultancy Services for North West Power Generation Company (NWPGCL)Year: 2015 - OngoingLocation: Dhaka, BangladeshPosition held: HR Team LeadActivities performed: Review existing organizational structure of the company including Power

Stations at Sirajgonj, Khulna and at Bheramara and recommend as appropriate.

Develop duty and powers of each division, unit and individual of corporate office and power stations.

Review existing compensation and bonus system of the company and recommend as appropriate.

Develop Welfare programs, Human Capital development policy, Employment schedule (plan).

Review of existing service rules and Human Resource Management policies and recommend as appropriate.

Develop the Performance Management System in line with the Company Vision and Strategy including but not limited to the formulation of organizational KPIs, identification of measurable KRAs

Support to update existing Roadmap and Action Plan of the Company Train NWPGCL personnel to acquire required skill and knowledge to

implement the Roadmap and Action PlanName of assignment: Undertake a study and prepare a rational manpower policy for Indian Railways in the context of Group ‘A’ Services

Period: Jul 2015 – Ongoing

Location: New Delhi, India

Client: Rail Vikas Nigam Limited (RVNL) (A Government of India Enterprise)

Main project features: Indian Railways (“IR”) owns and manages one of the largest Railway networks of the world with over 64,015 Route Km and 7,030 Railway Stations. Operations of IR are overseen by Ministry of Railways, Government of India through 17 Zonal Railways headed by General Managers, Production Units, Subsidiary Offices, and Training Institutes etc. Indian

Railways is an operationally complex multi departmental organization spread across the country with approximately 1.3 million employees that include 400 different categories of Group C employees and 10 Group A services of which 8 are organized Group A services. It has a matrix organization structure with its operational field units organized in three layers i.e. Zones, Divisions and sub divisions/Area Offices).

Positions held: Delivery Team Member

Activities performed: Study of functions of various departments in Zone and Divisional

Headquarters Study of existing Gazetted organization of each department in terms of

roles and responsibilities Study of technological inputs and advancements made in each department Study of changes in workload on account of outsourcing of activities and

changes in business processes Suggest policies to determine optimum intake keeping in view a reasonable

and equitable career progression across various services Estimation of an optimum Gazetted organization required for effective

discharge of duties to achieve the organizational goals, taking into consideration the diverse needs in terms of local conditions and workload involved

Name of Assignment: Consultancy Services to MSPDCL for Detailed Design and Implementation of Institutional Strengthening and Capacity Building of MSPDCLYear: Jun 2015 - OngoingLocation: Manipur, IndiaClient: Manipur State Power Distribution Company Ltd. (MSPDCL)Main Project Features:The main objective of the assignment is to implement the recommendations proposed towards building capacity of MSPDCL, in line with strengthening human resource management policies and practices in the organizationPosition Held: Project ManagerActivities performed:F. Implementation of the reviewed / recommended existing roles and

responsibilities and organization structure for each departments and business units

G. Implementation of the proposed skill sets, taking into account respective job descriptions and actual level of work at various levels and departments

H. Implementation of proposed manpower and organizational structure (including roles and responsibilities) for various departments and business units

I. Assisting MSPDCL in outsourcing activities for meter reading, etc.J.Implementation of the Business Review Framework for the Commercial

functions and the Project functionsName of Assignment: North Eastern Region Power Sector Improvement Project – Institutional Strengthening of Power Utility (MSPDCL) in ManipurYear: Oct 2014 – May 2015Location: Manipur, IndiaClient: The World Bank Group (Manipur State Power Distribution Company Ltd.

(MSPDCL))Main Project Features:The main objective of the assignment is to build capacity of the MSPDCL towards strengthening human resource management policies and practices in the organization with a view to meet the changing needs of the business and to allow employee to discharge their function efficiently and effectively to provide reliable and quality power supply to consumers in the State.Position Held: Project ManagerActivities performed: Detailed Mapping of the existing Manpower and Organization structure

(including roles and responsibilities at each level) across various business units and functions of MSDPCL as well as the present policies for Human Resource Management (As – Is Analysis)

Review of the existing roles and responsibilities and organization structure for each departments and business units

Assessment of the available skill sets in the organization vis – a – vis required skill sets taking into account respective job descriptions and actual level of work at various levels and departments

Benchmarking of current manpower norms for various functions in vogue in MSPDCL with the manpower norms for similar states in India and analysis of the same to develop manpower norms for MSPDCL

Designing to – be manpower and organizational structure (including roles and responsibilities) for various departments and business units in alignment with the defined roles and responsibilities and the defined manpower norm

Identification of non – core areas where MSPDCL can consider alternative approaches like outsourcing of activities

Preparing HR Manual and policies (including recruitment, training and skill development / redeployment, transfer, succession planning, outsourcing, etc.)

Develop an action plan and implementation roadmap for implementing the proposed organizational structure and manpower plan

Business Review Framework for the Commercial functions Monitoring (including Database design, Information flow design, Mapping to

structure / accountabilities) and conducting workshops clarifying the roles and templates of the Commercial department at the HO and their interfaces with field offices

Name of assignment: Capacity Building and Institutional Strengthening of Successor Entities of Jharkhand State Electricity Board (JSEB)

Year: Mar 2014

Location: Ranchi, Jharkhand, India

Client: The World Bank (Jharkhand State Electricity Board)Main project features: The Jharkhand State Electricity Board (JSEB) was proposed to be unbundled into individual entities. The Capacity Building and Institutional Strengthening (CBIS) programme was envisioned and funded by the World Bank to facilitate this process. This CBIS programme, while aiming to facilitate the internal transformation of the successor entities into dynamic, responsive and efficient organisations is also critically aimed at reassessing and aligning the vision and mission of the sector entities to work towards repositioning the sector as a key contributor to the economic development of

the state of Jharkhand.

Positions held: HR Team Lead

Activities performed: Identification of Vision and Objectives:

— Held extensive discussions with various stakeholders – Government of Jharkhand, Department of Energy, Utility Management & Staff, Regulator and Customers to define the vision and objectives of each utility.

— Defined a vision and objective for the utilities by taking into account the history of unbundling in different states (including Jharkhand) and performance alignment of various unbundled utilities (in other states)

— Prepared a draft report and held a workshop for the utilities for the effective dissemination of the vision to both internal and external stakeholders. The report was finalized based on feedback received during the workshop.

Diagnostic Study of the utilities:— Carried out an ‘As-Is’ Analysis of the utilities broadly covering the

following areas – Financial & Operational and Commercial Performance, Utility Policies, Corporate Governance practices, Organisation & Accountability structure, Human Resource practices, Operational practices – technical, commercial, project planning and implementation & other departments and Regulatory compliance. Apart from the diagnostic study of individual utilities, the report also contained an umbrella view of the sector as a whole in the state of Jharkhand.

Benchmarking and Documentation of Efficient Utilities— Performed a benchmarking exercise with the most efficient utilities in

India (using appropriate tools/ measures).— Submitted the details of the business processes, policies and

organizational structure of the efficient utilities used for benchmarking.— Provided a special attention for the implementation of Information

Technology and implementation of an MIS. Gap Analysis:

— Based on the diagnostic study and the benchmarking, undertook a gap analysis study and suggested implementable strategies to reduce the gap such that the utility is able to effectively achieve its objectives.

— Proposed short, medium and long-term strategies. CBIS Plan:

— Prepared a comprehensive CBIS Plan.— Priorities along with recommendations for a medium and long – term

time horizon for the utilities were included into the CBIS Plan. This was prepared focusing on different aspects of the business value chain, suggesting measures to improve operational efficiency & financial viability and remove system constraints.

— Carried out the financial projections for ten years under business-as-usual scenario for all the utilities and the sector as a whole.

— Formulated a retirement profile as part of the CBIS Plan— Developed a training and skill development plan for all the levels in the

utility based on a detailed skill gap assessment plan

— Formulated a strategy for attracting freshly graduated engineering and management talent to the utility with specific action points and target deadlines for implementation.

Name of assignment: Preparation of Service Rules and Conditions for employees of TSECL (all category)

Year: Sep 2015 – On-going

Location: Agartala, India

Client: Tripura State Electricity Company Ltd. (TSECL)

Main project features: TSECL has been making profits since its inception – but lately from FY 2011, the situation is a bit far from ideal. Lack of appropriate tariff revisions, poor billing and collection figures, network concerns, lack of IT infrastructure, etc. are some of the reasons which can be attributed to the same. With an understanding of the same, TSECL has formulated enhanced productivity and efficiency goals.

Positions held: Project Manager

Activities performed: Detailed study and Recommendations on Existing Organization Structure

including Corporate and Field structures Detailed study and Recommendations on existing posts in line with the

structure at Corporate and Filed Offices Detailed study and Recommendations on Existing Grade Pay wise Cadre

Structure Detailed study and Recommendations on Manpower in various positions, in

line with proposed postsa and outsourcing requirements – including a 5 year manpower plan

Detailed study of Existing system of Employment of manpower on deputation / regular / contract

Detailed study of Existing Service conditions for all levels of employees Discussion with key stakeholders at TSECL Benchmarking with Progressive Utilities of India which has undergone

similar corporatization on the above mentioned areas Review, Compile, Revise HR policies for all levels of employees in

consultation with TSECL – Recruitment Policy, Promotion Policy, Reward and recogntion policy, Trainign & Development policy including foreign training, Serviace rules including framing of Exit policy / Superannuary benefits, CDA Rules, Welfare policy guidelines, Leave policy, Trnasfer policy, Feedback and Separation procedures, Disciplinary procedures, Career progression, Succession Planning, Job Rotation, Performance Management System

The above mentioned to be aligned to state government rules wherever necessary and adopt benchmark practices whereever relevant.

Comparision of HR Policies being practiced by other leading state utilities in power sector

Prepare an implementation roadmap covering the above mentioned aspects

Name of assignment: North Eastern Region Power Sector Improvement Project

Year: 2012

Location: Nagaland, Mizoram & Tripura

Client: The World Bank

Main project features: Diagnostic study of the power sector in the above mentioned states from Financial, Technical and HR aspect; and preparation of a Capacity Building and Institutional Strengthening Plan

Positions held: HR Specialist

Activities performed:Review organisation structure and HR systems (Recruitment, training, successional planning, performance appraisal etc.) in the power department of Mizoram, Nagaland, Tripura Power Utility and identify opportunities for improvement.

Name of assignment: Assessment of capability, future business focus, restructuring etc. required for increased market presence as well as betterment in the performance

Year: Jul 2014

Location: Ranchi, Jharkhand, India

Client: MECON LtdMain project features:Positions held: Delivery Team Member

Activities performed: SWOT analysis based on review of existing business model of MECON

including its SBUs and competitive assessment. Formulation of long-term business strategy Reviewing the existing organization structure Reviewing the manpower requirement and formulation of manpower policy

with focus on skill up gradation. Reengineering of key business processes to ensure cost optimization and

improved operational efficiency

Name of assignment: Cononsultancy services for Business Plan and related issues for RGPPL

Year: 2013

Location: Noida, India

Client: Ratnagiri Gas & Power (P) Ltd (RGPPL)

Position held: HR Specialist

Activities performed:Part – A: Business Plan Future expansion / diversification / divestment plan etc. including business /

asset hive off of Power / LNG assets for a viable business plan

Structural options for the Power / LNG businesses for sustainability

Updating the business forecasts to support the restructuring decisions of RGPPL and other stakeholders

Risk assessment for the project and possible mitigation mechanisms / structures

Organization structure and human resource requirement for actualizing the finalized business plan

Part-B: Advisory Services Interaction with shareholder companies, customers, financial institutions as

well officials of Government of India and State Governments.

Delegation of power for actualizing the finalized business plan

Name of assignment: HR Study of Jamshedpur Circle (JSEB) and preparation of HR plan

Year: 2013

Location: New Delhi & Jamshedpur, India

Client: Tata Power Delhi Distribution Limited

Position held: HR Specialist

Activities performed: Studied the organisation structure and manpower distribution in

Jamshedpur Circle through field visits to Circle Office, Division Office, Sub- Division office and Section Offices

Designed To-Be organisation structure for Tata Power Jamshedpur Distribution Ltd based on revised processes and technology interventions planned in the Circle

Identified opportunities for optimizing the number of section offices in the Circle

Reviewed the manpower numbers required for the To-Be structure

Name of assignment: Organisation Restructuring, Manpower Study and Delegation of Power for Chandigarh Electricity Department

Year: 2013

Location: Chandigarh, India

Client: Chandigarh Electricity Department

Main project features: To undertake study of the existing organization structure are key top

management roles, to make an assessment on re-structuring of the existing set up and will recommend the necessary changes.

To conduct study to assess the requirement for existing as well proposed structure at each level of hierarchy and submit year wise (over the next 5 years) manpower considering exists such as retirement, resignations etc. The manpower plan should contain the requirement of executive supervisory and workforce.

To conduct study on delegation of powers for financial powers and administrative powers.


Activities performed:Organization re-structuring:

Reviewed the existing Electricity Department’s corporate organization structure, roles and responsibilies, manpower deployment etc.

Reviewed the existing field organization structure on sample basis, with

respect to the functional delegation, manpower deployment and their specific roles and responsibilities.

Developed alternative structure options by identifying their alignemnt with the overall obejctives, technology initiatives etc.

Manpower Assessment: Studied and recommended manpower norms, staffing pattern and

requiremnets for deployment of staff on various activities for existing as well revised units based on organization structuring.

Assess the overall position/cadre wise Shortage / Surplus in specific areas / Units in manpower based on the reommended manpolwer deployment.

Suggested ways to address shortage/surplus in specific areas/units. Identified activities which can be outsources, effective redeployment

strategies including linked training and outplacemnt activities. Analyzed current manpower retirement pattern and assess year wise

requiremnets. Prepared detailed manpower plan for next 5 years for executive

supervisory and workforce.

Delegation of Power: Reviewed the current delegation of powers under the following specific

areas Current procurement works and contract policies Delegation of powers for O&M Commercial areas of Transmission /

Distribution Delegation of powers of Human Resources/Establishment,

Administrative and other functions

Name of assignment: Preparation and finalization of Business Vision up to year 2032 and Business Plan up to year 2022.

Year: 2012

Location: Delhi, India

Client: ONGC Tripura Power Company Limited (OTPC)

Main project features: The assignment involved Preparation and finalization of Business Vision up to year 2032 and Business Plan up to year 2022. As part of the organisational and HR strategy, it was important to analyse the implications of the corporate plan on organisation structure, capability building, recruitment and retention strategies.

Positions held: Team Member

Activities Performed: Analysed the organisation structure and changes required in line with the

corporate plan based on inputs from benchmarks

Identified key challenges in terms of HR policies, recruitment and retention strategies for OTPCL as and when it ventures into new and allied businesses and as a consequence of the formation of JVs / subsidiaries

Analysed OTPCL’s current organisational capability and competencies; reviewed OTPCL’s existing training policies and programs

Identified key competencies required for OTPCL to enter into new and allied

businesses.

Benchmarked key HR parameters such as compensation, employee – business performance based ratios to identify synergies and gaps in OTPCL’s corporate plan

Name of assignment: Manpower Assessment and preparation of Service Regulations for CERC

Year: Sep 2012


Client: Central Electricity Regulatory Commission

Main project features: CERC identified a need to do a detailed work study to determine norms and actual manpower requirement for each position in the organisation. In addition, further to the study carried out by the consultant on capacity building needs for regulatory staff for the Forum of Indian Regulators, CERC identified the need to review its service regulations in line with the recommendations.

Positions held: Module Lead

Activities performed: Carried out a detailed work study to assess position wise manpower

requirement

Drafted Service Regulations for CERC covering terms and conditions of services, recruitment and promotion rules, disciplinary rules etc based on benchmark practices in other regulators such as SEBI etc

Name of the assignment or project: Institutional Strengthening of Jammu & Kashmir State Power Development Corporation Limited

Year: 2011-2012

Location: Jammu & Kashmir

Client: Jammu & Kashmir State Power Development Corporation Limited

Main project features: The Indian State of Jammu & Kashmir has lagged in the development of the Power Sector. The JKSPDC has decided to restructure its organization as one of the first steps towards reform.



Organization Structure for the existing and upcoming power station

Manpower assessment and manpower plan for operational & upcoming projects

Formulating terms and conditions of service for the employees

Creation of an absorption mechanism for employees on secondments from other departments

Provided inputs in drafting the new HR policies in line with the best practices in the public sector

Name of the assignment or project: Business Process Reengineering, Organization Re-Structuring and HR policies

Year: 2011-2012

Location: Uttar Pradesh

Client: Uttar Pradesh Rajya Vidyut Utpadan Nigam Limited

Main project features: Organization Restructuring, Manpower Planning, Grade Structuring, Change Management, HR Process Re-engineering and Policy Formulation



Designed new organization structure in view of changing industry landscapes and incorporating best practices in the sector

Organization structure for the thermal power plant & project structures for the upcoming stations

Creating a manpower plan for the organization comparing with best practices in the industry

Designing a manpower redeployment plan along with a skill up gradation framework to increase the efficiency of the organization

Defined the KRA’s/KPI’s for all unique positions

Created a change management strategy for the organization in the wake of ERP implementation

Redesigned the HR processes to increase the effectiveness of the HR function

Provided inputs in drafting the new HR policies in line with the best practices in the public sector

Name of assignment: OD Study for assessment of manpower & infrastructure requirement for Transfer of Work related to Petroleum Rules from PESO under DIPP to the OISD under MoP&NGYear: Apr 2013 – On goingLocation: NoidaClient: Oil Industry Safety Directorate (OISD)Main project features: Study of existing workflows, processes, structure, manpower, policies and define mechanism of transfer including infrastructure requirements, IT setup, Revenue ModelPositions held: Team MemberActivities performed:Organisation Structure & Manpower Planning A comprehensive process study at PESO – to understand the as is

scenario Optimize the present workflows to identify redundancies and outsourcing

opportunities through benchmarking Firming up the roles and responsibilities of the unique roles holders in the

new organization matrix Specification of the role holders’ KSA (Key Personnel Assignment)

attributes Identify total manpower requirement Designing compensations structure

HR Process & System Designing of career plan, performance assessment system and HRD

processesInfrastructure Requirement Plan and Revenue Model: Defining the physical organization requisite to the matrix Designing the IT plan to seamlessly link the entire organization for real-

time on-line working. Designing a revenue model for the new entity so that it can run as a self-

financing entity. Creating Transition management plan to ensure continuous existence of

the statutory authority even when the devolution from PESO to OISD is in progress

Name of assignment: Evaluation of Training Academy for India’s largest E&P player

Year: 2012

Location: Dehradun

Client: ONGC

Main project features: ONGC wanted to identify existing process & policy gaps at its Technical training Academy at Dehradun.


Activities performed:As a team member, Vaibhav performed the following activities:

Studied the existing processes & policies, identified gaps and created an As-Is report

Conducted benchmarking for firms across India and the world in the Energy sector in order to identify best practices.

Submitted a To-Be report with a structure of the Training organization, Process recommendations and policy changes

Name of assignment: Comprehensive review of BSNL and prepare a financial Revival Plan of BSNL

Year: Dec 2013


Client: Bharat Sanchar Nigam Ltd (BSNL)Main project features: BSNL intended to prepare a “Revival Plan” to increase profitability and bring down manpower costs.

Positions held: HR Team Lead

Activities performed: Prepared detailed / comprehensive revival plan of BSNL which comprised

of augmentation of revenue (i.e. increasing revenue in existing streams of business and developing new streams of revenue including monetizing of its surplus assets / infrastructure)

Prepared a comprehensive HR plan of BSNL (i.e. Organisation structure along with staffing norms for different roles & cadres, new streams required to facilitate Company’s core business and manpower for next five years) for bringing down the expenditure on staff and suggested the strategy with

specific action plan for sustainable revival of the BSNL

Prepared a Business plan for five years starting from 2013-14

Developed an Action plan highlighting key activities and key depenencies for successful implementation of strategy along with time lines

Suggested different revival options along with comparative advantages & disadvantages and proposed the best option covering:

Strategy for financial revival of BSNL covering short term and long term strategy in existing and new business

Each recommended Strategy supplemented with the action plan, accountability / responsibility and time limit for the successful implementation

Action plan also covered a mechanism to put in place for monitoring of financial revival plan for the identified sectors including revenues, costs and investment requirements

Developed organisational structure to support long term strategy implementation and business imperatives

Name of assignment: Business Revival Plan for MTNL

Year: Jan 2013 – Mar 2013

Location: New Delhi

Client: Mahanagar Telephone Nigam LimitedMain project features: Preparing a detailed revival plan of MTNL by giving different options and suggesting the best option for resolving various pressing issues like: Bringing down the staff cost at par with industry norms.

Positions held: HR Specialist

Activities performed: Short Term Measures for Survival

o Managing Pension payout and its provisioningo Voluntary Retirement Scheme layout and detailed cost impact

Long term measures for growtho Long term measures for organizational growth and managing costs

Name of assignment: Review of Performance Management Systems

Year: Jan 2014


Client: Engineers India Ltd (A Govt. of India Undertaking)Main project features: As a part of its HR initiatives, EIL was interested in conducting a review of the current Performance Management System (PMS) in a structured manner through an independent professional agency having necessary expertise and experience in this area.


Activities performed: Suggested modifications in forms, templates and work flow of the existing

PMS w.r.t. performance planning, mid year review & year end appraisal, Personal Development Plan etc.

Redefined existing roles after review of the existing unique roles of executives across different grades, locations and departments

Revised the existing KRA/KPI dictionary for all the unique roles w.r.t. their feasibility with current business senario of EIL & best industry practices

Suggested modifications in the mechanism for sharing of ratings & processing the representations received against final ratings & non-promotion; based on the DPE guidelines & best industry practices

Suggested mechanism for normalization of ratings based on the bell curve approach & payment of variable pay based on DPE guidelines & best industry practices

Provided measures to align the individual performance with strategic objectives of the organization

Suggested framework for appraisal & promotion process independent of each other

Suggested measures to make the system more user friendly Suggested action points for linkage of PMS with other systems & processes

Name of assignment: Study on Labour Issues in FCI

Year: Jan 2014


Client: Food Corporation of India (FCI)Main project features: FCI’s manpower is being engaged under various labour systems for the handling of food grains. Over time, labour strength in depots has depleted, resulting in a wide range of imbalance in the workforce. FCI needed assistance in manpower planning to mitigate the imbalance of labour strength and to ensure optimum utilization of manpower.


Activities performed: Manpower Planning

— Did a Macro Level Manpower Study to formulate a manpower planning policy keeping in view a horizon of 20 years. For this purpose, factors like (i) current availability of labour force, (ii) imbalance persisting in the depots for optimum utilization of the manpower, (iii) storage capacity (existing and planned at various locations under PEG Scheme without services).

Induction Policy / Recruitment Policy / Promotion Policy— Recommended a suitable induction policy, recruitment policy and

promotion policy in respect of various categories of labour. Formulation of Job Descriptions

— Examined the existing job description of various categories of labour and to make suitable recommendations.

— Formulation of Job Descriptions in respect of departmental, Direct Payment System and No Work No Pay System Labourers

Fixation of Parameters to identify reasons for negligence of labour— The parameters for fixation of responsibility for negligence by the

labourers causing losses to FCI on incurrence of demurrage and wharfage were suggested corresponding to their duties and responsibilities.

Assessment of the impact of construction of godowns under PEG (Private Entrepreneur Guarantee Scheme)— Examined the impact of construction of godowns under PEG Scheme

on handling operation / requirement of work force considering apprehension of shrinkage of work in depots functioning under various labour systems and make recommendations.

Recognition Policy of Unions— Examined existing procedure and recommended a recognition policy

of Unions

Name of assignment: Organization Restructuring, Manpower Planning and Business Process Re-engineering for Patna Municipal Corporation

Year: 2010-2011

Location: Patna, Bihar

Client: Subcontracted agreement with IPE for a restructuring project funded by DFID

Main project features: In line with the extant guidelines of the Bihar Municipal Act, 2007

Position held: Project Lead

Activities performed:As the project lead, Vaibhav performed the following activities:

Designed new organization structure in alignment with vision Patna 2020

Organization structure for the Corporate Offices and four civic centres and Works Committee

Creating a manpower plan for the organization comparing with best practices in other ULBs in India

Development of Job Description for all unique positions

Development of reporting relationships in alignment with the revised structure

Assessed the existing As-Is processes and identified gaps

Created To-Be process maps and recommended a mechanism of integration of IT into the new system

Name of the assignment or project: Design of a Training Development system for Central Intelligence Agency under MHA

Year: 2011-2012

Location: New Delhi

Client: Ministry of Home Affairs

Main project features: Developed the Training & Development system keeping in mind the unique requirements of an Intelligence Agency including technical training programs.



Designed the Training & Development system

Developed process manual

Suggested Technical & behavioural trainings for key roles

Name of the assignment or project: Project Management Office and

Instructional Design

Year: 2009-2010

Location: Hyderabad and Washington DC

Client: Federal Aviation Administration

Main project features: A post ERP implementation process audit highlighted a gap in the understanding of the employees about financial processes at FAA. Deloitte’s L&D team was engaged to provide a suitable solution to bridge the gap



Storyboarding basis process content identified with the client

Conversion of raw content into learning material

Project Management for development of Web-based trainings

Review & delivery of the final product as per client specifications

Conduct internal trainings on the concept of Storyboarding

Name of the assignment or project: Competency Modeling and Leadership Capability Development for a client in Healthcare industry

Year: 2011

Location: Gurgaon

Client: Fortis Healthcare

Main project features: The client wanted to align its leadership behaviour with business expansion and growth. A competency model with detailed proficiency levels was designed, followed by Development Centers and development planning



Developed the Competency Model for the organization

Designed the Proficiency levels at 5 scale rating describing behaviours that define success

Conducted Development Centers to identify gaps and prepare Individual Development Plans

Name of the assignment or project: HR Process set up, Performance Management System re-design and Leadership Capability Development for a client in FMCG Sector

Year: 2011-2012

Location: Gurgaon

Client: LT Foods

Main project features: The client is a leading basmati rice exporter and wanted to align its HR processes & policies with business expansion. The client also wanted to identify the means of developing the existing leadership

capabilities and a succession plan



Studied and redesigned the existing HR processes and Policy manual

Developed a KRA/KPI based Performance Management System including manuals and process maps

Developed a Competency Mode for the organization

Conducted Assessment/Development centers for around 100 employees across levels

Developed Individual Development Plans

Name of assignment: Leadership Capability Development for a client in the Auto Sector

Year: 2011

Location: Gurgaon, Manesar, Daruheda

Client: Krishna Group

Main project features: Design of Competency Framework, conduct of Development Centers and development of Individual Development Plan


Activities performed:As a team member, Vaibhav performed the following activities:

Designed and anchored the Competency Modeling for the Krishna Group

Conducted Assessment/Development centers for top leadership including feedback

Prepared the Individual Development Plan including Learning Plan, Learning tools and recommended training programs

Name of the assignment or project: Organization Restructuring, Job Descriptions and Performance Management System for a client in Fertilizer

Year: 2011

Location: Delhi

Client: Hindustan Pulverizing Mills

Main project features: The organization wanted to align its organization structure with the business expansion and growth plans. The Management wanted to make the business heads accountable and institutionalize a KRA/KPI based Performance Management System



Developed revised Organization Structure in alignment with the business strategy & growth plans

Developed Plant level structures cascading from the Enterprise level structures

Development of Job Description of around 50 unique positions

Design of KRA/KPI based Performance Management System and Process Manual

Name of the assignment or project: HR Process Diagnostic for an Auto Component manufacturer

Year: 2011

Location: Bhiwadi

Client: Amtek - Unit Diamond

Main project features: As part of a Maruti Vendor process standardization effort, a detailed study of the HR processes & policies for the Diamond unit was conducted. It included conducting and organization climate study as well



Studied and reviewed key processes such as Recruitment/Selection/Induction, Training & Development, Performance Management System, Leadership Development, Career Planning, Exit Management, HR policies including leave policies and alignment to statutory laws

Identify gaps and highlight the same in the diagnostic report.

Conduct a pen & paper survey and workshops with employees at the plant to identify the effectiveness of existing HR processes

Prepared an Action Plan and discussed with the Top Leadership to identifying quick wins and mid-long term action items on the HR side

CERTIFICATION

I, the undersigned, certify that to the best of my knowledge and belief, this CV correctly describes myself, my qualifications, and my experience. I understand that any wilful misstatement described herein may lead to my disqualification or dismissal, if engaged.

Signature of expert or authorized representative of the firm:

Date: (Day/Month/Year)

12 October 2016

Vaibhav_CV_WB Format

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