Komal Agarwal

At Sresta Natural Bioproducts (24 Mantra), I spearheaded HR initiatives supporting IPO readiness, compliance audits. Here, I introduced a performance-driven HR Service Delivery Model that improved efficiency by 300%, reinforcing my belief that HR must evolve as a business enabler, not just a support function.

Recognizing the need for strategic HR advisory, I founded RoyBlu Consultancy Private Limited, where I partnered with businesses to design compensation structures, leadership development frameworks, and talent strategies. This entrepreneurial phase honed my ability to see HR beyond the corporate lens—as a driver of organizational agility and competitive advantage.

Key Responsibilities include Setting HR function from start, Talent Acquisition, Capability Building, Performance Management and Employee Engagement, Deriving HR Policies, Designing New Compensation Policies, Employee Welfare Policies. Work with all the Business LOB’s and derive the HR recruitment, engagement, retention plan for its employees. •Recruited more than 150 full time employees across all levels in different parts of the country including metro, non-metro and rural India. •Organized several out bound engagement initiatives. •Attract talent from large MNC’s and different companies across India. •Created the HR recruitment eco system while partnering with many agencies. •Attracted campus recruitment from various Institutes of repute.

Mergers, Acquisitions & Cultural Integration At IKYA Human Capital, I stepped into a high-stakes environment—managing the post-merger integration of Magna. Mergers often bring uncertainty, and my challenge was to bridge cultural gaps, retain talent, and build a unified HR strategy. I led a team of 100+ HR professionals across multiple locations, streamlining HR operations and implementing leadership competency assessments to align teams with the new organizational vision. The transformation ensured a seamless transition, business continuity, and a strengthened talent strategy.

Business partner for 1200+ employees across Pan India. Champion of AMD’s culture and values. Partnering with Business Leaders. Outsourced India HR practice to global service center. Drive Employee Engagement and Talent Management. •Align HR practices across various sites and verticals. •Setup Employee Service Centre for entire India business @ Malaysia. •Streamline HR and transition to global service centre. •Build presence, credibility and competency of HR team (Change Management initiative). •Streamlined compensation and Benefits philosophy. •Introduce Facilitation and Group Meeting Design; engagement interventions like meetHR, Skip HR, manager meetHR, coach leaders •Training Need identification; design onboarding curriculum, training calendar, design & deliver on various aspects of performance management & behavioral aspects (across the board)

Driving Business Transformation Through People At MARS India, I faced one of my most defining challenges—aligning a diverse, cross-functional workforce across India, the Middle East, and Africa. The company was undergoing rapid expansion, and employee engagement was a pressing concern. I led the Gallup-based Global Engagement Strategy and launched the “Make the Difference” recognition program. The results were tangible: employee engagement soared, and leadership pipelines were strengthened. Building on this momentum, I introduced Awaaz, an HR communication platform that gave employees a voice, leading to a remarkable shift in organizational culture. The experience cemented my conviction that HR must be a proactive force, shaping not just policies but mindsets.

•Delivered HR value to the business by strategic planning and effective execution of HR deliverables. •Participating in annual business plan meetings, discussing with all HODs on human resource requirements, preparing HR action plan for the talent acquisition. •Ensuring the completion of PMS cycle viz finalizing KRAs for all the positions in consultation with HODs. Participating in performance review meetings and identifying key performers/star performers and conducting performance counseling/feedback.

•Formulated HR policies from recruitment to separation and developed HR manual. •Developed conceptual framework on strategic HR management process aligning organizational goals and individual goals through policy deployment. •Set the learning organizational culture to optimize organizational performance. Developed cross functional teams and small group activities to promote entrepreneurial attitude in the human resource.

-AF Ferguson, HR Consultant for APSFC, ETV group: Design and Execute Performance for Pay Models -Establish HR practices for a KPO in Delhi.

Credibility with the CEO & ELT 1. Influencing Key stakeholders and Role modeling change within HR 2. Building trust and relationships with ELT 3. Building a performance-oriented/execution organization A keen understanding of Business 1. Deep understanding of org financials, business models and customers. 2. Integrating business & HR Strategy 3. Understanding true people cost/productivity levers of the business A Tightrope Walker 1. Ability to say No/ hold one's ground 2. Unwavering ethics and epitome of confidentiality & discretion 3. Unparalleled listener Strategic foresight, digital mindset & driving Change 1. Anticipate future, market trends and dynamics 2. Digitization, future of work and change 3. Building organization, resilience & flexibility