Priya Aneesh

Lead L&D and Talent Transformation for PwC Acceleration Centers (AC) across China, Manila, Mexico, Argentina, Malaysia, Philippines and India Headcount: 40,000+ | Team: 9 Direct / 200+ Total | Budget: $20M | Reports To: Chief Learning Officer Tapped to set up the L&D COE function for global PwC acceleration centers spread in 6 countries. Built a 150-member integrated learning team in India, achieving cost savings and high productivity. Drive company’s learning agendas, implement leaders at all levels leadership development program and foster one consistent learner experience across all learners. · Top of Form · Talent Initiatives: Launched ‘Talent Equivalence’ initiative to prioritized skill parity across all sections of the ACs to ensure employees match global standards thus driving the entire learning agenda towards this goal. · Introduced the ‘Vidyapeeth’ initiative, a robust leadership development program equipping future leaders with diverse skills and perspectives, driving organizational excellence and addressing global issues such as ESG and climate change. · Operationalized L&D Teams: Developed a comprehensive framework and tools, eliminating disparate practices, resulting in improved collaboration and efficiency. · Automated key processes, leveraging local tool 'Astra' to map knowledge resources efficiently to enable targeted resource allocation, driving tangible results and maximizing productivity. · Setup a centralized measurement and analytics team dedicated to supporting ACs, alleviating the issue of local reporting and ensuring seamless data access, leading to enhanced decision-making and streamlined operations. · Cost Saving: Consolidated tasks and resources, while maintaining headcount through the creation of a global AC-to-AC model, facilitating simplified processes and benefiting all stakeholders. · Set-up L&D team (150+) in India, boosting productivity by 120% through streamlined processes and resource optimization. · Developed a robust skill inv

Headed the Learning & Development and Talent Development Headcount: 38,000+ | GEOs: Global Established a versatile Learning Academy and spearheaded transformational campaigns. Led HR capability development and diversity initiatives, contributing to organizational growth and employee welfare. · Established a Learning Academy for 26,000 onshore and offshore employees, offering customized learning paths. Result: 20% increase in internal mobility from current to aspirational roles. · Launched a targeted campaign to advance the transformation agenda, featuring a Learning and Unlearning week for 12,000 participants. Introduced a future skills curriculum to align the workforce with aspirational roles. · Implemented 'tHRive' HR Capability Development Intervention, aligning with the new HR Target Operating Model. Executed comprehensive competency-based training and career pathing to drive movement to new roles. · Spearheaded leadership programs to address gender disparity in senior C-Suite levels, reduced the gap by 5%. Designed Returners program for women, achieving an 89% conversion rate. Contributed to solving employee-related issues as a member of the Internal Complaints panel.

Orchestrated HR Site Strategy, Implemented Innovative HR Business Models And Revamped Talent Acquisition Processes Headcount: 2900+ | Team: 9 Direct / 200+ Total | Budget: $20M | GEOs: Global Steered a comprehensive HR initiative across recruitment, employee relations, diversity and business intelligence, resulting in improved cost-effectiveness, streamlined processes, enhanced employee satisfaction and industry recognition. · Strategically orchestrated HR site strategy to cut costs, enhance leadership and boost employee satisfaction. Innovatively partnered with colleges, establishing 'Launchpad' program to integrate talent pipeline. · Engineered an innovative HR business model integrating a business intelligence environment into performance analytics initiatives. Monitored headcount growth, R&R coverage and turnover patterns. Reduced TAT by 24-hour for HR shared services, enhancing operational efficiency and service quality. · Revamped talent acquisition with job sculpting, leveraging skill tests for candidates and staff. Automated grading for efficiency and boosted productivity through pre-onboarding boot camps, ensuring seamless integration and performance enhancement. · Pioneered Employee Assistance Program (EAP) to prioritize mental wellness. Launched MYHR platform for streamlined issue communication, reducing grievances from 45 to 3 per month, fostering a supportive and constructive workplace culture. · Championed Diversity & Inclusion by hiring 15 physically challenged employees and conducting deaf awareness sessions with sign language training. Led the Women’s Network (WoN) initiative, conceptualizing Project Shakti, which won the ‘NASSCOM Best BPO Award’ in 2012 for outstanding gender diversity practices.

Created the Site strategy, with the prime target of reducing cost and complexity, optimum use of budgets, improve leadership effectiveness and most of all increase the satisfaction and motivation of employees Business HR Model - Created a business intelligence environment as part of performance analytics project; monitored head count growth, R&R coverage, turnover patterns and more. Drove improvement in usage of HR shared services by reducing TAT by 24 hours Talent Acquisition - Revised talent acquisition strategy; introduced the method of job sculpting by ascertaining the strengths of new candidates/existing employees through a series of skill tests; automated the system by adding automatic grading and enhanced productivity through a boot camp prior to onboarding Diversity & Inclusion - Hired 15 physically challenged employees; conducted deaf awareness sessions and sign language trainings to acclimatize the staff Spearheaded initiative WoN, Women’s Network, conceptualized a diversity and inclusion initiative Project Shakti which contributed towards winning NASSCOM Best BPO Award for gender diversity practices in 2012 Employee Engagement & Relations Initiated Employee Assistance Program to the organization to help support the mental wellness of colleagues. Created a platform called MYHR aimed at providing the employees communication means for voicing their issues; reduced the number of grievances from 45 to 3 per month

 Handled employee head count of 1,000+; partnered with business heads and defined HR needs and delivery requirements of processes and systems  Handled increasing responsibilities during tenure; managed Presentation and Documentation Services, Financial Reporting, Creative Design and all production & support teams  Conducted RCA (root cause analysis) and reduced the attrition of Presentation Services team by 10%; revised recruitment strategy and improved the retention of the top performers: o Implemented proactive retention intervention for highlighting perceived attrition  Organized T&D across verticals, performed induction/orientations, managed PMS and R&R and conducted dipstick surveys and focus group meetings for employee engagement

 Responsible for all gamut’s of HR beginning from entry to exit of colleagues. Managed all visa related paperwork, onboarding and orientation, employee queries and compensation systems. Recruitment and placement of candidates in critical technology roles in the financial sector companies.