Amitha Mariam Panicker

As a strategic partner and trusted adviser for the leadership team, I design and structured pay-grades, levels, designation and compensation. I rolled out the new unified total rewards framework. I’ve designed and implemented a talent management framework and the first performance management program, introduced a campus program and set up the recruitment process. I also undertook the mammoth task of moving from a manual to an automated system which aided in successfully introducing workforce analytics.

Core HR leader during 4X growth phase scaling headcount from 50 to ~200 across 4 cities within 24 months while institutionalizing governance, performance, and compensation frameworks to sustain scale. I was a key contributor in building the HR team and evangelizing the organizational culture through conceptualizing and implementing various non conventional HR policies and practices. The HR team was instrumental in cultivating a high-energy workforce by implementing various employee interventions and an engaging rewards & recognition framework. We conducted extensive yearly compensation and competition benchmarking study that allowed for very competitive recruitment and retention strategy

Owned and operationalized the Contingent Workforce program for ~1,500 contract employees governing vendor partnerships, driving resource planning, and ensuring the right talent was placed against the right roles at scale. Built stakeholder trust frameworks across business units; led engagement, retention, and grievance redressal mechanisms that maintained workforce stability across a high-volume contract population.

Standardised and institutionalised HR operations for GE's healthcare business unit designing SOPs across the full employee lifecycle, eliminating process ambiguity, and achieving organisation-wide stakeholder adoption.

Managed high-volume HR operations as first point of contact resolving complex queries, owning escalation management, and maintaining service quality under pressure; simultaneously drove employee engagement initiatives and coordinated cross-functional training programmes.