Umesh Upadhyay

Experience

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  Bharat Petroleum Corporation Limited

  Jul 1984 - Dec 2015

  • Key role in the signing of Long Term Settlement with the Unions in Jan 2014 - enhanced productivity by 35%• Enhanced operational efficiency through consolidation of various admin services - Integrated Facility Management• Instrumental in introducing the concept of employee champion (one HR Officer for 3 or 4 units) • Established a single window for all HR activities like training, admin services, HR Benefits, employee connect, etc. Across 60 industrial units in 7 states leading to 94% employee satisfaction in a span of two years• Optimized cost by 16% in 2014-15 and 20% in 2015-16: Achieved through strategic partnerships with manufacturers in high value/consumption items• Generated awareness on statutory compliances amongst the contract labor in the northern region  Achieved through hand-holding; implementing rewards for top three major units and top three small units• Enhanced productivity by 20% by implementing the concept of fair wages and not merely minimum wages• Enhanced training days per employee from 3 days per annum to 4 days per annum• Distinguished for leading the northern region to be the first in the organization to implement 48 hours working at all field locations within 3 months• Organized over 10 workshops on "Foundation of Organizational Learning" (FOL); 4 workshops on the topics covering "Current Reality" and "Dialogue" Show less • Improved profitability from INR 75 Crores to INR 448 Crores between 2005 and 2012• Rolled out Training Need Assessment for each segment of the sales team• Partnered with KPMG for implementing various standard KRAs for the sales force in the PMS (Balanced Score Card)• Designed and implemented customized unique training programs like "Creative Thinking, Cash before you crash, Channel Partner Development, Teambuilding & Leadership thru Theater"• Started 2nd shift operations without any addition in manpower at the largest Lubricants plant at Mumbai  Through enrolment, visioning and forming workers’ committees  productivity increase by 35% in 2 years Show less

  • Head HRS, North

    Jul 2012 - Dec 2015

  • Head HR, Lubes

    Jun 2005 - Jul 2012

  • Dep. Manager, Manager, Senior Manager, Employee Relations (North)

    Jun 1993 - May 2005

  • Management Trainee (Aviation)

    Jul 1984 - May 1993
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  Bharat Oman Refineries Limited

  Jan 2016 - Jun 2019

  Sr. VP, HR

  Designed HR Philosophy for BORL: Ensured collaboration and thorough participation of BORL senior leadership in devising HR philosophy Through one-on-one meetings and multiple FGDs• Implemented strategic manpower planning – aligned with long term business goals (up to 2022)• Led identification of critical roles across BORL and detailed futuristic succession planning for them – in collaboration with business leaders• Designed and implemented growth path for diploma holders “Assistant Engineers” – fuelling aspirations of Gen Z• Reduced attrition levels during the last 3 years (2015-16 - 96, 2016-17 - 51, 2017-18 - 36, 2018-19 – 48)• Defined, implemented various HR Analytics based MIS pertaining to talent pipeline, recruitment, staff retention, etc.• Rolled out online Learning Management System with one HR Coordinator in each DepartmentCompetency-Based Management (CBM) at BORL:• Anchored multiple workshops for BORL top management to identify & define BORL Competency Framework Identified 6 Business Leadership and 6 People Leadership Competencies Reflecting BORL culture, values, vision and business imperatives• Ensured employee awareness through multi-media, consistent, mass communication of BORL competency framework to all employees at all levels• Integrated HR Management – Competencies as crucial based on recruitment, PMS, progressions, etc.• Partnered with Korn Ferry Hay Group to conduct Organized Personal Effectiveness survey (360) for 110 senior leadership team for which 25 senior leaders were trained as Learning Growth Facilitator (LGF)Performance Management System:• Enhanced operational efficiency by developing and implementing an online balanced scorecard in PMS• Emphasized on Goal-Setting Process - Covered 100% of employees through 35 workshops during the year 2016-17• Made PMS more transparent by involving all business leaders at different stages of the process Show less

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  Freelance

  Aug 2019 - now

  Professional Freelancer