The document provides a profile summary for Arindam Ghosh. It outlines his contact information, education background which includes an MBA from University of Toronto and a BBA from University of California. It then details his 20 years of experience in strategic human resource business partnering for companies in various industries globally. Finally, it lists some of his major client engagements providing human resource consulting services through his own firm AGeis HR Consulting Services.

1. Profile – Arindam Ghosh
Lake Gardens, Kolkata: 45, West Bengal, INDIA
Mobile No. (+91) 8172036669
E-mail ID: ghosharindam3@gmail.com & ghosharindam3@yahoo.co.in
LinkedIn Profile: https://www.linkedin.com/pub/arindam-ghosh/5/642/74a
D.O.B.: 23rd. December of 1972
Strategic Human Resource Business Partnering Advisor
ARINDAM GHOSH
CORE STRENGTH (CAREER SUMMARY):
 20 years of corporate/plant level exposure in Strategic Human Resource Business Partnering domain in regions like USA, Canada, India, Middle
East & Africa
 An enterprising HR leader with global and cross cultural mindset motivating and enabling workforce of multi-nationalities to achieve
organizational objectives adhering best practices in industries like: Software Development, Software Services, BPO-ITES, KPO, Telecom, NBFS
Companies, Infrastructure Construction & Real Estate, Oil & Gas erections and refineries, Retail, FMCG, Healthcare & Hospital Chain, Industrial
Product & E-Commerce
 Steering Human Capital Deployment & Management Solutions aligned with business objective with focus on implementing industry solutions
deriving value from business processes; reviewing high impact change initiatives
 Delivering proven HRBP solutions within stipulated TAT to improve coverage of key business attributes and operational effectiveness
 Delivering results on time through periodic interaction with Board of Directors and primary stakeholders in a cross-cultural & cross-border set-up
 Proficient in deploying & managing Strategic Human Resource Business Partnering Systems and deftness in maintaining harmonious employee
relations by building strong culture and imbibing shared values of the organization
 Expertise in achieving sustainable growth and critical goals by driving employees through practicing laid-down VISION-MISSION-CORE VALUES.
 Proven track record in driving strategic HR initiatives to realize & realign bottom line results
 Establishing, setting up, optimizing resource & capacity utilization; while curtailing the expenses
 Thorough knowledge about Labor Law of India, African and all Gulf Countries, viz. Sudan, Ghana, Kenya, Nigeria, Zambia, Mozambique,
Zimbabwe, South-Africa, UAE, KSA, Oman, Kuwait, Bahrain and Qatar. Well conversant with Indian, African & Middle-East work culture,
employee psychology, workforce deployment and management system and employer’s philosophy to run business.
 6 years on-site (Client-side) experience in regards to initiate-implement-integrate-manage-sustain business partnering HR programs in South
East Asia, APAC, Middle-East & African region on behalf of well reputed and diversified Governments entities, Group Holding Companies,
International MNCs and stand-alone organizations of world repute.
EDUCATION & FUNCTIONAL CERTIFICATION:
ACADEMIC QUALIFICATION:
 MBA in HR From Rotman School of Management, University of Toronto, Canada 1998 - 2000
 Bachelor in Business Administration From Berkeley Haas School of Business, University of California, USA 1989 - 1992
PROFESSIONAL CERTIFICATIONS:
 E-Commerce Curriculum From IBM, Kolkata, India Aug, 2000 – Dec, 2000
 Change Management From Society of Human Resource Management (SHRM), London June, 2007 – Dec, 2007
PROFESSIONAL COMPETENCIES:
Organizational Structuring Manpower Planning Talent Acquisition & Recruitment Change Management
TNA, Learning & Development HR Analytical Techniques HR Process Re-Engineering Human Capital measurement
Talent Development & Management OD interventions Performance Assessment System ER and People Issues
Competency Mapping & Development Career Development Employee Life Cycle Management Organizational Effectiveness
HR Policy Re-engineering KRA & KPI Development Creation of Skill Inventory IDP & LDP Management
REASON TO LOOK FOR A PROFESSIONAL CAREER ASSIGNMENT:
AGeiS HR Consulting Services Inc., the HR Management Consultancy Firm founded & owned by me is in the process to be acquired by one of the
big 4 consultancy houses of USA. Thus, I am in the process of diluting my stake from the entrepreneurship to obtain a permanent separation.
Therefore I am in need of a professional and senior strategic Human Resource Business Partnering career assignment.
WORK EXPERIENCE (STARTING FROM CURRENT):
Principal Director – Strategic HRBP AGeiS HR Consulting Services Inc. December, 2008 – Till date
(Founder) (Corporate H.O. at Seattle, USA)
Indian H.O. at Kolkata
ABOUT AGeiS HR Consulting Services Inc.: (www.ageisconsultingservices.in) – 5 Indian Offices (Kolkata, Bangalore, New Delhi, Pune, &
Hyderabad) and 6 International presence (Seattle-USA, Abu Dhabi, Jeddah, Muscat, Manama & Singapore) with total 256 manpower across the globe.
AGeiS HR Consulting Services Inc. is founded during the year 2008 and is into managing Human Capital Deployment & Management of its clients
to maximize the return behind processes and workforce by rendering services in following areas of Human Resource Consulting:
Job Evaluation, KRA-KPI formation Benefit Strategy HR Strategy Planning & Facilitation
Individual Development Programs Competency Assessment & Mapping HR Process outsourcing
Executive Search & Coaching Leadership Development Training Soft Skill Coaching
Performance Assessment & Improvement Talent Management & Development Incentive Plan Design
Change Management Organizational Development Employee Engagement
Training & Development Soft & Technical Training Organization Effectiveness
MY HR CONSULTING AND ADVISORY:
 Targeted Search: Conducting Leadership hiring for clients that are investing in leadership capital to achieve corporate excellence.
 Organizational Effectiveness: Creating sustainable competitive advantage by facilitating the integration and alignment of the business
strategy with a workable talent management strategy in Client house
 Human capital measurement and benchmarking: Conducting optimization of the effectiveness and impact of the HR function in client
organization. Doing measurement and benchmarking of human capital to use in external reporting, to understand competitiveness or to
support development of future strategies. Identification of human capital priorities, supported by application of methodologies, to assist
development of HR objectives
PAGE 1 ghosharindam3@gmail.com Mobile: +918172036669

2. Profile – Arindam Ghosh
 Talent Management Program: Support the creation, roll out and maintenance of talent management programs, e.g., succession planning,
career development, individual development plans, and HIPO development programs
 HR Systems Assessment – Review and measure of client’s current human resource functions for effectiveness and compliance. Areas of focus
include posting requirements, recruitment and selection, policy and procedure administration, performance management, career
development, counseling and discipline, termination, compensation requirements, employment process and records access. Making
recommendations to assist client in increasing the effectiveness of its human resource function.
 Salary/Compensation System Design & Management – Cost-effective & customized compensation solutions in areas like base pay and salary
structure development, incentive and bonus plans and job market pricing.
 Performance Management Programs – More than just an annual review, develop and implement company, department and individual
performance programs that are tailored to client’s culture and objectives. Program areas include communication, compensation, recognition,
goal setting, performance measurement, coaching and development, documentation and staffing actions.
 Employee Opinions/job satisfaction Surveys – Foster a positive working environment by measuring attitudes that affect productivity and
loyalty with an employee survey. This two-way internal communication process also test client’s employees’ grasp of company objectives and
identify areas that shine and those that need improvement. Retrieving information that aids in strategic planning, as it pinpoints how to
manage employee impact on company performance.
 Succession Planning – Make sure employees are effectively recruited and developed to fill each key role within the company. Work to identify
'at risk' positions and implement well defined succession planning, candidate selection, mentoring skill development, progress evaluation and
transition processes.
 Learning & Development: Alignment and integration of development programs with talent, leadership, and core HR processes to improve
retention, performance, and engagement. Content development and delivery approaches leveraging tools & technology in an effective
program aligned with company culture and capability. Re-skilling professionals to let them understand new models of learning, leadership,
talent mobility
 Leadership Development: Conduct a multi-step review process, combined with assessment testing, to gauge a comprehensive picture of
individual managerial capabilities, strengths and weaknesses. Guide clients in resource development to cultivate leaders, foster strengths,
overcome weaknesses and prepare for future managerial responsibilities
 Change Management: Envision, plan, and manage enterprise-wide organization transformation programs. Plan and execute change
management initiatives, with speed and agility. Build an internal change capability that is increasingly agile and adaptive. Use predictive
analytics—Change Tracking—to aid decision making and highlight paths that will help achieve desired business outcomes during change
programs
INDUSTRY SERVING:
General Traders (India, Gulf & Africa) Telecom Service Providers in India Hotels, Leisure Groups
ITES & BPO sector of India Infrastructure & Urban Development Freight forwarders of India and Gulf
Mid-sized IT companies of Gulf & India Life and Commodity Insurance Sector EPC organizations of India-Gulf-Africa
Non-Banking Financial Companies of India Telecom Service Providers (India, Africa & Gulf) Oil & Petroleum Sector in India & Gulf
MAJOR CLIENTS HANDLED BEING ON-SITE (CLIENT SIDE):
1. Abdullah Abunayyan Group Holding Company, Al-Riyadh, Kingdom of Saudi Arabia
2. TEMASEK Holdings, Singapore
3. DANA Gas, Sharjah, UAE
4. ORPIC (Oman Oil Refineries and Petroleum Industries Company), Oman
5. PARTEX Oil & Gas (UAE, Oman) – (On-going assignment)
6. Eshraq Properties Co, Abu Dhabi, UAE – (On-going assignment)
7. Elnefeidi Group Holding Company, Al-Khartoum, North Sudan
8. C K Birla Group Hospital Chains, New Delhi-Kolkata-Jaipur, INDIA
9. Amway India – (Ongoing assignment)
10. Oriflame India – (Ongoing assignment)
MY MAJOR RETAINER-SHIP ASSIGNMENTS BEING DEPUTED AT CLIENT-SIDE ON BEHALF OF AGeiS HR Consulting Services Inc.:
A. Organization: Elnefeidi Group Holding Company
Location: Al-Khartoum, North Sudan Duration: January, 2012 – May, 2013
COMPANY PROFILE: Elnefeidi Group Holding is a General Trading organization that includes EPC, Long-distance transportation (a fleet of 1500
trucks and trailers), Oil erection and refinery, NBFC, commercial vehicle sales, automotive retailer ship, tyre-retreading, Industrial Equipment &
Engineering Product, Infrastructure building, Construction & Real Estate, Aviation and Investment Division and Agriculture. Staff strength 6500+
GEOGRAPHICAL AREA COVERED: North Sudan, Chad, Cameron, Ethiopia, Kenya, Zambia, Mozambique & Zimbabwe and pan Middle-East
Areas of intervention:
 Organizational Restructuring (Workforce allocation) in 12 different BU under the group flagship in alignment with planned and decided
business operating model and objectives
 Partnered BUSINESS by enhancing EDUCATION, MOBILIZATION OF TALENT, CONSULTATION OF BEST HR PRACTICES and
ORGANIZATIONAL TRANSFORMATION
 Shaped Long-term Organizational Direction by defining, re-fining the strategy of Vision-Mission-Values, Human Capital Deployment &
Management aligned with Business Operating Model whilst setting the Corporate Goals, Strategic Objectives, Key Performance Indicators
(KPIs) & Initiatives at each subsidiary
 Led (scoping, assessing, designing, and delivering) new HR strategy development & deployment, continuous HR process improvements,
organizational effectiveness, technology initiative programs across global platforms
 Devised a unique model of Monthly Employee Performance Tracking System (MEPTS) for all BUs and for all Functions. This MEPTS is directly
linked with Annual Performance Management Process with timely generated (round the year – 12 months) 12 sets of consented & mutually
agreed employee performance data
 Revised-redesigned-redeployed and managed business operating objective aligned Role-wise competency assessment and development,
Function’s & Employee’s KRAs & KPIs, Workforce Planning Model, Employee Engagement Action Plan, Talent Categorization &
Management Plan, Monthly Employee Performance Tracking System, Annual Performance Assessment Plan, Leadership Indexing &
Profiling, Leadership Development Plan, Individual Development Plan, Succession Planning Model, Group-wise Learning & Development
Model, Succession Planning Matrix Identification and Deployment and entire HR SOP re-engineering.
 keeping re-engineered business process in view triggered Change Management initiatives in areas of Inventory Management, Supply-chain
Management, ERP implementation and management, Operation Management in BU of Oil refineries, Logistics & transportation, Retail Chain,
Aviation (Fly-Dubai).
B. Organization: C. K. Birla Group Hospitals
Location: Kolkata & New Delhi, INDIA Duration: January, 2011 – October, 2011
COMPANY PROFILE: Calcutta Medical Research Institute (CMRI), B. M. Birla Heart Reseacrh Centre (BMBHRC) & Jaipur Rani Rukhmini Birla
Hospital are the wings of C. K. Birla Group Hospital Chain. Staff strength 2500+
PAGE 2 ghosharindam3@gmail.com Mobile: +918172036669

3. Profile – Arindam Ghosh
GEOGRAPHICAL AREA COVERED: Kolkata, New Delhi & Jaipur
Major areas of intervention:
 Consult with business partners to identify employee issues and provide tailored "people solutions" to meet business objectives
 Recommended, counseled and assisted management regarding workforce planning and design, labor relations, employee development,
process improvement, talent and succession planning, performance management, compensation and benefits, diversity, and staffing and
recruiting
 Form strategic alliance with assigned business unit(s) by providing workforce analysis to develop programs and policies to maximize the
workforce potential
 Utilized business priorities to recommend and implement talent management solutions
 Monitored employee engagement levels and tracks trends in organizational effectivity
 Created actionable deliverables for the five change management levers: communications plan, sponsor roadmap, coaching plan, training
plan, resistance management plan
 Developed-managed-sustained Training & Development Plan, Succession Management, Annual Performance Assessment System,
Organizational Process & Culture Change Models, Role KRAs, Performance KPIs, Competency Framework Assessment & Development
 Designed Balanced Scorecard (BSC) for all functions with devised KPIs. Analyzed all function’s monthly performance through BSC data.
Generated quarterly Organizational Performance Data through BSC data and helped management to take affirmative actions to excel and
obtain desired organizational objectives.
C. Organization: TEMASEK Holdings.
Location: Singapore Duration: July, 2009 – October, 2010
Company Profile: Incorporated in 1974, TEMASEK is an investment company based in Singapore. Supported by 11 offices globally, TEMASEK
owns an S$223 billion portfolio as at 31 March 2014, mainly in Singapore and Asia. Staff strength 550+
Geographical area covered: Entire Singapore, Thailand, India and Hong Kong
Major areas of intervention:
 Organizational Development. Did employee climate surveys, focus groups, and one-on-one interviews with key managers and up-and-comers
and eliminated conflate of national boundaries with cultural boundaries, Changed predictive behaviors, revisited strategic vision of
all functions, identified symbolic leadership, re-established management commitment, enhanced “feeling of belongingness” by
strengthening common objectives
 Training and Development. Assessed the effectiveness of current training offerings, both internal and external, and designed, delivered and
measured effectiveness of the Learning programmes for identified positions across the grade in order to ensure the talent pipeline are met.
 Career Development, Competency Modeling, and Workforce Development. Developed Individual Employee Career Paths and professional
development opportunities. Launched a corporate learning center. Assisted in modeling the required competencies for each level of
performance. Helped to establish a Workforce Development Program that provides a roadmap for success.
 Leadership Development. Developed robust Management Development Programs (MDP), Executive Development Programs (EDP), and
Advanced Supervisory Development Programs (ASDP) for creating future leaders at all levels.
 Executive Coaching. Practiced personality and cognitive measures – to gain an understanding of each individual, generated 360-degree
feedback that gives a clear picture of strengths and opportunities for development and is carefully crafted for maximum impact and then
determined the specific steps that will improve performance and help the executive to realize his or her full potential
 Performance Management. Designed role based KRAs & KPIs, structured KPI based Performance Assessment System and linked the
performance outcome with organization-wide developed “Pay-per-performance” system.
 Recruitment and Selection. Refined/developed Talent Acquisition strategy, structure, and processes and expand function globally, Evaluated
‘Manage Service Provider strategy’ (contingent workforce), develop/implement in additional groups, Ensured integration and alignment of
Talent Acquisition strategy with Talent Management Strategy and finally designed, developed, and deployed an integrated staffing strategy
 HR Compliance. Assisted management in assuring organization is complying with all federal, state and local regulations and laws by providing
a thorough audit process of HR function. Based on the audit results, understanding of TEMASEK business, and the pertinent regulations,
recommended actions needed to take, including an affirmative action plan, in order to improve.
D. Organization: Abdullah Abunayyan Group Holding Company
Location: Al-Riyadh, Saudi Arabia Duration: December, 2008 – May, 2009
COMPANY PROFILE: ABDULLAH BUNAYYAN GROUP OF COMPANIES, a General Trading Organization engaged in EPC, Construction & Real Estate,
manufacturing of electrical equipment, IT, Infrastructure Development, Construction of Commercial Space, Real Estate, Oil & Gas (erection &
refining), Petrochemical, Industrial & Engineering Products, Non banking Finacial Services and Water Treatement with turn-over of US$ 12 Billion
and employee strength of 4000 on-role and 1000 off-role.
Geographical area covered: Pan KSA, Dubai, Abu Dhabi, Fujairah, Bahrain, Yemen & Oman
Areas of intervention:
 Conducted critical SWOT analysis at Macro & Micro levels for assessing the situation & understanding the current business scenarios to set
the realistic Corporate Strategic Objectives those are further driven at Departments / Sections / Key Positions-People
 Formulated, aligned and re-aligned the Corporate Vision, Mission, Values & Strategic Intent towards Sustainable Growth and Profitability
 Designed, developed, communicated and implemented an integrated Talent Acquisition & Recruitment Strategy across the 18 BUs of the
Group
 Change Management: Identifying the Complete Change Module required for the entire Group in consultation and methodical interaction
with Functional Leaders; creating a team of Positive Change Catalyst and communicating the benefit of the deployment of newly
conceptualized Changed Working Strategy to each and every unit of workforce; re-deploying all new HR & Non-HR policies and processes;
monitoring the same in a periodic way; analysing the effects; revising the change required; re-deploying; enrooting the benefits in the system
and in the mind of the stakeholders.
 Focus on the people & process side of change – including changes to business processes, systems and technology, job roles and organization
structures
 Training and Workshops: Consults with leaders to assess and analyze the learning needs of employees based on current and future strategic
plans. Delivers high quality management/leadership training and practice workshops. Designs and implements leadership forums. Leads
local learning councils to coordinate learning strategies. Facilitates new manager orientation training. Leverages regionally developed
materials, licensed courses from external vendors and locally developed offerings. Evaluates, selects, and deploys e-learning offerings
 Conducted Job Evaluation & Analysis of all Job Roles to formalize Competency Based KRAs & KPIs
 Transformed Business Plans into performance improvement interventions, including training & development initiatives and other
interventions and deployed Performance Linked Incentive scheme required in every vertical of the Group and deplyoed the same across
the organisation
Associate Vice President – HR SREI GROUP OF COMPANIES March, 2006 - Dec, 08
(JV with BNP Paribas, France), Kolkata, INDIA
PAGE 3 ghosharindam3@gmail.com Mobile: +918172036669

4. Profile – Arindam Ghosh
COMPANY PROFILE: SREI (Corporate Office based at Kolkata) happens to be India’s largest MNC in Non-Banking Financial Service Sector (NBFS)
engaged in Asset Based Funding with 6000+ employees’ on-role and 1200 off-role. SREI has SBUs engaged in:
 Commercial Vehicle, Medical, Industrial & Agri-Equipment Financing  Realty Developer & Infrastructure Construction
 Investment banking  Project Finance & Advisory
 Infrastructure equipment rentals  EPC, SEZ & Industrial Park
 Water & Waste Management  Rural IT Infrastructure
 Insurance Broking  Power Generation & Distribution
 Telecom Infrastructure Development  Road Infrastructure Development through PPP model
GEOGRAPHICAL AREA COVERED: Pan India, Russia, Gulf (Dubai, Abu Dhabi, Fujairah, Kuwait, Oman, Bahrain and KSA), and all SAARC countries,
Malaysia, Hong Kong, Thailand and Singapore
KEY ACHIEVEMENTS:
 Led & executed Talent Acquisition Strategy and Workforce Planning working in close partnership with People Support Leadership and Senior
Business Leaders
 Align HR strategies and objectives with corporate and business strategies to achieve division and business objectives
 Identifies and prioritizes current and future talent requirements which could affect achievement of group operational objectives
 Partners with the Managing Director, CEO & Functional Heads to identify and implement a compelling employee value proposition that enables
them to attract and retain the number and type of talent required to close talent gaps
 During JV with BNP Paribas, France: Acted as a business partner to the Indian executive team while leading and coaching business leaders through
challenging and changing moments, and in the development of robust HR strategies and plans to support continued growth. Facilitated
organizational development and change management programs in order to bring the organization to the next level of competency.
 Built and developed a high-performing team that is responsible for external & internal full-cycle recruiting efforts. Ensured the team is positioned
to meet the changing and dynamic nature of Talent Acquisition Needs. Set the strategic direction of the team to ensure strong development
and a working culture that is both tactical and strategic
 Partnered with the People Support Leadership Team to create the strategic roadmap, to build the bench for the roles, determine which roles
will be filled through succession vs. external hiring and ensure both internal bench and external pipelines are built to meet current and future
needs
 Promoted to retool the Leadership Development Program (LDP) initiatives which built a diverse, sustainable “Leadership Pipeline” at all levels
 Assessed and refocused the leadership curriculum and redesigned the “Leadership Development” experiences
 Led searches for key roles and thus developed & managed relationships with business leaders and provided talent acquisition counsel and
guidance to help them achieve their business objectives
 Led Employee Relations Resolution, Change Management and Integration of company-wide standard initiatives into aligned business units
 Drove and executed best HR practices. Monitored, analyzed and reported relevant data and ensured consistent process improvement and positive
changes
 Established Structured Internal Communication, which permits sensitization and transversal information, which makes it possible to break the
isolation of the different sectors of the enterprise
 Crafted Learning & Development Strategies and the identification of learning needs in order to insure the design, development and execution of
learning programs to enhance employee skills which meets the current and long term business requirements
 Had been the process in-charge of Organizational Designing & Structuring, Succession Planning, Integrated HRIS
General Manager of Human Resources C.O.M.O.D.O SOFTWARE SECURITY SOLUTIONS Jan, 2005 – March, 06
(Head of HRD) Chennai, INDIA
COMPANY PROFILE: C.O.M.O.D.O. (UK based MNC engaged in Security Software Product Development) is the 2nd largest Certification Authority
for ensuring Identity Trust & Assurance on the web. C.O.M.O.D.O. provides a growing range of:
 Identity and Trust Assurance encryption  Verification and authentication services
 Security applications for business users, as well as for consumers  Telecom Engineering Services
GEOGRAPHICAL AREA COVERED: Pan India, United Kingdom, Japan, Indonesia, UAE
KEY ACHIEVEMENTS:
 Contributed to the business strategy by helping business leaders to identify, prioritized and built organizational capabilities, behaviors, structures
and processes
 Created actionable deliverables for the five change management levers: communications plan, sponsor roadmap, coaching plan, training plan,
resistance management plan.
 Worked to drive faster adoption, higher ultimate utilization and greater proficiency of the changes that impact employees in the organization to
increase benefit realization, value creation, ROI and the achievement of results and outcomes
 Consulted, supported and facilitated customized OD Strategies & Solutions that build leader and organizational capability to drive sustainable
change and transformational business results
 Had been responsible for creation of Leadership Pipeline – the core foundation of performance expectations and competencies. Results included:
Pipeline launched across the company and used for development at all levels.
 Launched “Leading Businesses @ C.O.M.O.D.O.” a program to build general management skills and increase leadership capability of high
potential Managers and above
 Redesigned the assessment and succession process to identify key talent and future successors. Ensured accountability through Executive Team
reviews and focused high potential assessment and formal development plans
 Designed, developed and executed Organizational Effectiveness and Development Programs.
 Had been responsible for the effective recruitment of the best quality individuals throughout the company
 Helped to drive the business forward whilst managing complex employee relations issues, such as “Redundancy”
 Ensured strategic business objectives are supported across multiple client groups through the provision and application of HR solutions
 Facilitated long-term people initiatives aligned with the business strategic agenda
 Developed the Workforce Strategy in support of the Business Strategy, forecasted and planned the talent pipeline requirements
National Head of Human Resources Pentasoft Technologies, Bangalore April, 2002 – Jan, 2005
Senior Manager – HRD Pentasoft Technologies, Chennai Jan, 2001 – March, 2002
COMPANY PROFILE: Pentafour Communication Ltd. currently known as Pentasoft Technologies is intoEnterprise Solution and Telecom Engineering
Services, Multimedia Solution & IT Education & Training.
GEOGRAPHICAL AREA COVERED: Pan India, Malaysia, Thailand, Hong Kong, Singapore
KEY ACHIEVEMENTS:
 Prepare short and long term Manpower Planning Forecast for the company taking into consideration expected growth and new projects, by
understanding the business plan and liaising with Executive Director’s/Managers to translate that into quantifiable headcount requirements
PAGE 4 ghosharindam3@gmail.com Mobile: +918172036669

5. Profile – Arindam Ghosh
 Proactively addresses and responds to Organizational Development issues by bringing key stakeholders together to assess root causes and
performance gaps, implementing and/or supporting implementation of appropriate interventions, including strategic planning, tactical and
project planning, facilitation, instruction, program design, materials development and performance analysis
 Set the vision and directed strategy, designed and integrated enterprise-wide Talent Development Programs and ensured consistent governance
across the firm in all foundational processes within the Talent Management Framework by working collaboratively with Client Services, Total
Rewards (Benefits and Compensation), and Process and Technology
 Drove and maintained high Employee Engagement through the HR and Non-HR leadership teams by defining, developing, and facilitating an
overall “great place to work” strategy across the organization
 Organizational Development: Assessment of root causes and performance gaps with key stakeholders, implementation of appropriate
interventions, helped and nurtured a culture of Ownership and Accountability across various functions in the organization helping deliver business
objectives.
 Prepared Group Annual Manpower Plan. Translated The Annual Manpower Planning Data into quantifiable headcount requirements to BoD
(Board of Directors)
 Led-developed-managed organization wide Talent Acquisition & Strategic Recruitment system and management
 Incorporated best practices on Management and Leadership Development which in return becomes Central Leadership Learning Strategy for
the entire organization.
 Partners with internal client groups (function-wise) to identify and implement targeted function and individual development plans (IDPs) that
address targeted talent gaps in a timely manner
 Had been in charge of Training Need Identification through Process of Performance Appraisal System & organizational changes.
 Developed and deployed competency based Workforce Assessment System & Employee-Organization Effectiveness Analytics
 Incorporated Monthly Performance Tracking System to aid accurate and timely Annual Performance Appraisal System with monthly tracked
performance data
 Effectively deploys performance management and rewards processes/practices to drive required levels of employee accountability for desired
performance results and ensure retention of top performers
 Talent Management: Provided development, management and consultation on all talent processes, such as Hi-Po assessment and management,
succession management, talent assessment, talent pool management, training and development, talent retention, career management,
competency management, performance management.
 Evaluated procedures and technology solutions to improve ERP-HRIS (Human Resource Information System)
1. Completed IBM, India certified Professional e-Commerce Curriculum during August, 2000 to December, 2000
2. Completed MBA with specialization in Human Resource Management from Rotman School of Management, University of
Toronto, Canada during March, 1998 to April, 2000.
Senior Human Resource Advisor Aventas Software Inc., Toronto, Canada April, 95 – March, 98
Human Resource Advisor Aventas Software Inc., Toronto, Canada April, 92 – March, 95
COMPANY PROFILE: AVENTAS SOFTWARE INC. (Canadian MNC) is into Integrated HR Software Application Development & HR Consultancy in
Toronto, Canada
GEOGRAPHICAL AREA COVERED: Pan Canada, United States, Venezuela, Colombia, Brazil and Mexico
KEY ACHIEVEMENTS:
 Conceive - Construct - Install - Operate – assisted COO in driving the HR Operational Excellence Division
 Defining & Refining the Value Creation & Optimization through “Lean Equation” and Connecting the Purpose – Process – People
 Leads continuous improvements while building the Organization Design and Manpower Planning Policies, Processes, and Strategies within the
overall guidelines of CMD & COO
 Consolidating Manpower Plan, preparing statistical information for annual manpower budget and co-ordinate Finance Division with the
manpower data for reconciliation
 Develop a set of actionable and targeted Change Management Plans – including communication plan, coaching plan, training plan and resistance
management plan
 Conduct interventions, apply multi-disciplinary and inter-disciplinary strategies related to the implementation of effective organizational change,
cultural transformation, team- building, and improved group dynamics to help organizations better deal with challenges and become a more
adaptive learning organization
 Served as a strategic business partner to the management organization and HR team, building Talent Acquisition & recruitment strategies and
processes designed to recruit the very best talent in the business
 Responsible for building talent pipelines for critical & recurring roles. Responsible for managers and above searches, including putting together
search strategy and working directly with outside Talent Acquisition partners
 Leadership Development & Management: Coaching Leaders to be adaptive and responsive to changes, expansion and growth challenges
throughout the year; quickly assessed business priorities and made key adjustments in Leadership Mapping, orientation and coaching to deliver
the most value for customers (internal & external)
 Manage the implementation of innovative business relevant action learning
 Developed organizational strategies by identifying and researching Human Resources issues; recommendations to organization strategic thinking
and direction; establishing Human Resources objectives in line with organizational objectives through several sitting with BoD and primary
stakeholders.
 Headed and established Performance Management & Improvement System through Systematic Quarterly Assessment of KPIs of all role-families.
 Conceptualized and deployed Talent Management Model implementable across the hospitals and procuring the same to sustain Human Capital
Value Chain Proposition
 Defined and aligned HR programs / processes with the overall business plan and strategy of the company
 Continued Analysis and alignment of HR projects and processes with the business needs and the Divisional strategic objectives
 Translated business requirements into learning requirements and established a Learning Architecture and Strategic Framework that includes
training, development, coaching and mentoring
PERSONAL DOSSIAR:
 Passport No. J3285082
 Father: Retired Indian Railway Board Official
 Mother: Retired Professor
 Spouse: Fashion & Textile Designer
 Languages known: Excellent in English, Hindi, Bengali and Urdu
 Notice Period: 30 days or less
 Preferred Job location: Pan Middle East, Pan-India, Asia-pacific, Pan-Africa, Australasia & Europe
PAGE 5 ghosharindam3@gmail.com Mobile: +918172036669