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 Extensive background in Learning & Talent Management ranging from Employee Orientation, integration, Talent Development, Successional Planning, Competency Development, Change Management, Design, Development, Delivery and Program Management for all levels of the organization.

 Experienced in driving focused organizational development initiatives, including Leadership Development.

 Enjoy working in a consultative and collaborative environment that is driven to excellence.

 Certified Coach from the International Coaches Federation.

 Self-driven with demonstrated success in working collaboratively in a global, multi-cultural and matrixed environment.

 Passionate about people, performance and driven to excellence





A 3,200 strong, captive unit of The Northern Trust Bank - an organization that provides financial transaction

processing and technology support for the parent custodian bank based out of Chicago, IL, USA.


Vice President, Regional Head of L&D and Talent Management for Asia Pacific - April 2010 to Present


Primary responsibilities include establishing and driving the Learning & Talent Management strategy globally as part of the global leadership team to support the business growth objectives in the APAC region and for laying the foundation for a full spectrum of L&D and Talent Management and Leadership Development initiatives.


Key Results:

 Set the L&OD strategy for the Asia Pacific region, moving it from a fragmented to an integrated approach

 Played a leadership role in successfully influencing a globally consistent approach to culture building and learning opportunities within the organization – resulting in launching of a globally consistent Orientation and Onboarding program for new hires and policies in the areas of training.

 Revamp of Talent Acquisition Strategy and selection process. Oversight of BAU as well as diversity and alternative hiring strategy

 As part of OD responsibilities, created positive dialogue and facilitated ‘Strategic Thinking’ amongst top-tier leaders, resulting in helping the CEO and his leadership team to create and commit to a Vision & Mission statement.

 Responsible for driving Talent Reviews and tying it to the development of hi-potential talent, identification of key roles, succession planning, mobility as well as rewards and recognition.

 Responsible for orchestrating the Action Plans coming out of the Employee Engagement Surveys

 Introduced and rolled out large scale change management initiatives such as defining and pushing through a new Competency Framework and changes to the Performance Management system that has had an enterprise-wide impact.

 Currently, partnering with business leaders to actively lead a change readiness study as a pre-cursor to implementing business migrations to growth countries across the APAC region.

 Preparing the ground work for Talent Management initiatives for new offices being set up in Malaysia and the Philippines

 Designing and developing Leadership Development programs for senior executives with a view to build the leadership pipeline to feed leadership needs of new offices coming down the pike.

 Co-Chair of Women in Leadership (WiL), the business resource council for women leaders across the region.




A leading global investment and securities management firm, employing 2400 professionals in India to provide support in financial transaction processing, software development and technology infrastructure to a global client base – both internal and external.

Vice President, Head of L&D andTalent Management Services - Jan 2007 to April 2010 L&D Associate - April 2004 to December 2007

Led the function and provided a broad range of Talent Management and Organizational Development responsibilities - including Talent Development, Succession Planning, MD Performance Reviews, Coaching, Mentoring, Setting up a global Talent Management Shared Services model, establishing and chairing the Learning Council, HR data analysis as a basis for develop programs for leadership development, retention, motivation, creating curricula for cultural orientation, communication skills, technical skills and Organizational Effectiveness initiatives.


Key Results:


 Established and provided oversight to the Global Talent Management shared services team. Responsible for driving all Talent Development initiatives in India.

 Led organizational initiatives addressing key findings from Engagement Surveys.

 Designed the company’s first-ever regional leadership development program for high-potential talent that has since been adapted and replicated in APAC and EMEA.

 Collaborated with HR Business Partners and business leaders in Talent Review and Succession Planning initiatives for key positions.

 Collaborated with Compensation & Benefits in devising creative and cost-effective incentive and morale-boosting programs (including compensation differentiation, non-financial rewards and a tiered awards structure) that increased employee satisfaction and productivity.

 Responsible for strategic talent development initiatives that addressed all levels within the organization.

 Partnered with Recruitment to determine the diversity hiring strategy, hosted annual On-Ramp events as part of Alternate Hiring Strategy efforts, managed internship and college hiring programs to attract new and potential talent.

 Set the Talent Development and Diversity & Inclusion strategy; ensuring its alignment to the overall business strategy in India.

 As part of L&D responsibilities: Determined the training needs for all job levels, drew up the budget and published the training calendar for various business divisions such as Technology, Operations, Finance, HR, Investment Research, Investment Banking and Corporate Services.

 Spearheaded the launch of the Women’s India Network, a Diversity group to foster female talent.

 Built, developed and led the team in India.

 Identified and built a robust vendor database to serve the organization’s training needs.

 Responsible for budgeting.

 Responsible for metrics and management reporting.



A captive center focused on providing technical support services and product development for (at that time) a 3,500 strong employee base out of Bangalore, Chandigarh & Hyderabad.


L&D SENIOR TEAM LEAD – April 2003 to March 2004

Led the training and development function for DELL at Bangalore and was responsible for migrating all training services in-house at 2 cities

 Spearheaded the setting up of the in-house soft skills development function in India.

 Conducted Training Needs Analysis, designed the curriculum for various business and job levels, budgeting, published the calendar, audited and monitored vendor-led programs.

 Partnered with business heads, internal clients and customer support agents to conduct training needs analysis, design and develop training content, deliver and assess effectiveness of training.

 Managed performance of 12 member team in Bangalore and Hyderabad, reporting to the Head of L&OD.

 Vendor management – selection, negotiation, legal agreements, tracking billing with budget, program development, assessing and certifying and evaluation.

 Programs designed, developed and rolled out included New Hire Orientation and for Professional Skills Development: Technical Writing, Business Writing Skills, Handling Conference Calls, Managing Customer Expectations, Time Management, C, C++, Java, Dell Storage Server, DELL Product Support programs and Project Management.

o For Management & Leadership Skills Development: Annual Review Cycle, Role of a First Line Manager, Situational Leadership, Interviewing Skills, Coaching For Success, Giving Effective Feedback.



Sept 2001 to March 2003

 Worked as an independent training consultant and gained valuable experience in business development, managing client relations and expectations, P&L and risk management. Programs designed, developed and delivered included Assertiveness, Time Management, Communication Skills, Coaching Skills for Managers, Customer Service and Interviewing Skills.



iCope Technologies is a 200 strong, software development company based in Bangalore, with clients in Germany and USA.


Assistant Vice President – HR April 2001 to Sept 2001

 In this strategic HR role, formulated policies internally for staff on internet and email use, benefits policy for top level executives.

 Interacted with senior business partners in evolving the talent management strategy for the organization.

 Undertook organizational development activities and setting up a novel HR initiative which takes place every alternate Friday to promote organizational culture, values and team-building.

 Resource Management from mapping, budgeting, through recruitment, induction, project allocation and exits.

 Responsible for organizing technical and non-technical training programs.

 Refined the Performance Appraisal process by correlating it to compensation parity, resulting in the elimination of existing imbalances.

 Presented to management committee on the current trends in HR, both within and outside the company.

 Streamlined the Leave tracking process.

 Handled salary restructuring in keeping with current regulations and taxation policies, this being a key HR initiative within the organization which included a flexible benefit option.

 Undertook an analysis of the effectiveness of internal systems and policies in terms of hiring and retention, pay parity internally and externally.

 Organized the Annual day, arrange for service awards, etc.

 Created job profiles and procedures for HR functions for ISO 9001-2000 certification.

 Worked on implementing a customized HRIS package.

 Interacted with internal customers and external vendors on all HR related issues.

 Led the HR team comprising of Asst. H.R Manager and H.R. Executive in driving the systems, procedures and policies of the company.



HR Manager November 1999 – March 2001

 Singularly responsible for the entire gamut of HR activities for NIKE in India, including Talent Management.

 Worked in close collaboration with the Director of India operations, global counterparts and local vendors to ensure global consistency of programs and policies for local regulatory compliance.

 Established HR policies and processes with the appropriate balance of global consistency and local regulatory requirements.

 Identified learning needs and implemented programs through vendors.

 Led the succession planning and hi-potential development exercises for India operations.



Assistant Program Director May 1988 – October 1999

(Joined as Faculty and got promoted to Asst. Program Director based on performance and leadership in the 11 years of my stint).

 Built teams dedicated to providing consultancy and served on the faculty in service delivery in the areas of training and development for staff from grass-root level NGOs across India, Bangladesh, Sri Lanka, Mauritius and Nepal.

 Responsible for program design, development, delivery and field evaluations to assess training impact

 Programs delivered included Leadership Development, Instructional Design, Project Management, Writing Grant Proposals, Impactful Reporting and Relationship Management.

 Garnered funding for the successful functioning of this not-for-profit organization.

 Conceptualized, secured funding and launched a nation-wide health education program for high schools on HIV/AIDS Awareness.

 Represented the organization and presented papers at various international forums across Asia Pacific and the United States.



 1985 – Bachelor of Arts – Psychology, Economics & Sociology, Bangalore University, India

 2004 – Instructional Design, Goldman Sachs University (Internal)

 2008 – Certified as an International Coach – International Coach Federation