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kamberia

Dr. Advitya Kamberia

“
“hire for passion, intensity & integrity, there is training for everything else”

EDUCATIONAL QUALIFICATIONS
Fellowship in Psychotherapy & Executive Coaching
Address: 21 Raj Block, Naveen Shahdara, (Neuro Linguistic Programming)
Delhi-110032 ILAMED  University of Greifswald,Germany
Phone: +91-8527246780 (www.uni-greifswald.de)
E-mail: advitya.kamberia@gmail.com
Executive Prg in HRM IIM - Lucknow 2011

PROFILE SUMMARY MBA – HR (Regular Program- UNIVERSITY TOPPER)

 Executive Program in HRM from IIM- Lucknow and MBA Asian Institute of Management & Technology 2006
(HR) and a competent OD and Talent Management
professional with more than 17+ years of extensive MA- Economics Punjab University 2004
experience in Human Resources Division.
Bachelor of Arts Delhi University 2002
 Adept in strategizing, conceptualizing, executing,
managing, driving & continually improving the projects in HSC CBSE 1999
Capability Improvements & Talent Management SSC CBSE 1997
 Individually designed and managed major projects of PROFESSIONAL QUALIFICATIONS & TRAININGS
Competency Framework for more than 15 years, High Advanced Diploma in Software Engineering
Performance & High Potential Management C-Tech Computer Education 2001
Development Programs and Succession Planning
interventions, Mandatory- Acclaimed or Recommended Bullet Proof Manager Training
Training. Crestcom Inc. 2008

 Excellent in logical & critical diagnosis of all the OD DISC profiling Certification
needs of the organization & getting them mapped to the Thomas International 2010
business imperatives to provide not only the right
solution but exceed the same. Managed Job Level Diploma in Training & Development
Evaluation Projects with Hay and Mercer, Executed PMS ISTD 2012
with MBO and Balanced Score Card Approach for more
than 14 years Yellow Belt Lean (6S)
Arvind Limited 2012
 Have an intensive experience of Assessment &
Development Center in the organization along with the THOMAS PERSONAL PROFILE ANALYSIS (PPA)
psychometric profiling and developing the tests for the PPA provides an
internal shortlisting. insight into how people
behave at work. The way
STRENGTHS in which the individual
interacts with the
FUTURISTIC environment takes four
CONNECTEDNESS basic directions:
tendencies to dominate,
DISCIPLINE
influence, submit and
CONSISTENCY comply, which forms the
RESPONSIBLITY acronym ‘DISC’

MBTI (Myers–
PROFESSIONAL SKILLS Briggs Type Indicator)
MS OFFICE & COREL DRAW
Myers–Briggs Type Indicator (MBTI) indicate psychological
COMMUNICATION SKILLS preferences i.e. how the person perceives people, work,
DATA INTERPRETATION situations and make decisions, it indicates through ESTJ:
LOGICAL AND CRITICAL REASONING
extraversion (E), sensing (S), thinking (T), judgment (J) or INFP:
introversion (I), intuition (N), feeling (F), Perception (P), My
personality test is ENTJ
PROFESSIONAL WORK EXPERIENCE

HMEL Nov 2018- Till date Designation:

HEAD- Leadership Development &Talent
A Joint Venture of HPCL & Mittal Energy Limited Management)- Manager Human Leadership
(Handled the L&OD &Talent Mgmt for the
Workforce of 7000+ people Globally)
Lead, manage and responsible for end-to-end Talent Management & Leadership Development function of the entire
Group- HMEL, HPCL, Hindustan Pipelines Limited, Mittal Energy Limited.

Leadership Development
 Department Head for Leadership Development for all the levels in the organization- Project Name: RACE- Role
and Competency Enhancement
 To create the conceptual underpinning for IDPs for all the levels on the basis of the organizational defined
Competencies & follow through to successful execution of the L&OD and Leadership Framework
Succession Planning for Business Heads and 3 Levels down- GM, VP and CXOs
 Conceptualizing and managing Business and Cluster wise pan India process like Succession planning and Key Position
Management by GE Model - 9 Box Matrix.
 Assessing capabilities for promotion to a higher role- High potential career path
Supervisory Development Program to identify high performing high potential First Line Managers and put them through a
developmental process to develop effective technical and supervisory skills for developing well-rounded Supervisors to
handle current / future organizational roles.
 Management Development Program for Middle Management (upto Senior Manager) to create an action plan for
professional and personal development and self-improvement for Middle management within the context of an
organizational career

Lead the L&D function

 Working in conjunction with Business managers and corporate management, to lead the entire L&D function with regard to
introducing the blended learning framework
1. Identifying the Learning needs & designing the development plan at an organizational level on the basis of existing
competency framework and as per the business need & real time request.
2. Content designing/re-designing of program
3. Delivering behavioral skills trainings 
4. Identify best suppliers as appropriate and working jointly with them to deliver projects: managing them effectively and
building strong working relationship
4. Managing the L&D effectiveness with Kirkpatrick Model (3 Levels) and analyzing & interpreting the training MIS
reports and creating the dashboards for stakeholders

ZERO GRAVITY GROUP: Sep 15 – Nov 18 Designation: Head- Corporate L&D & Talent Management

Responsible for strategically providing leadership expertise to the Business on areas of Talent Management, Leadership
Development, Learning, Organization Effectiveness.

Developing Strategy and an operating plan for the Business, based on the larger HR Strategy along with the Business CPO
and Group HQ
 Design and manage different competency development programs for all employees in the Business to support the
short term and long term goals and foster a culture of continuous improvement.
 Design and Deploy a strategy to build Leadership pipeline to support the Business strategy.
 Ensure development, movement and career management of all talent pool members in the Business.
 Build business wise talent pipeline, critical skills, succession issues etc.
 Align talent management strategy of the Business with the other HR processes to attract, retain and
enhance/accelerate appropriate talent requirements for the Business. Provide coaching and mentoring support to
managers and leadership team

Organization Effectiveness
 Conceptualize and design OE interventions to support delivery of Business strategy. Develop and deploy plans to
support and enhance EVP in the Business.
 Develop unique OE interventions that drive Change Management, Collaboration, etc. That support and enhance the
climate and culture in the Business.
 Ensuring gender, age, ability diversity amongst the business sector.
 Chairperson Anti Sexual Harassment Committee, and elected member of Value Standards Committee

Talent Management 
 Design, develop and Implement staffing processes including Manpower Planning, Assessment Techniques, Employer
Brand, Onboarding and Exit Management for the Business.
 Identify potential sources of new hires and build an External Talent Pipeline for Projects and critical roles by doing
proactive mapping.
 Build appropriate capabilities with HR managers and line managers in the Business to improve the quality of hiring
and onboarding of employees, ensuring diversity @ workplace.
ALEMBIC GROUP: June 14 – Sep 15
Established in 1907, Alembic Pharmaceuticals Limited is a Designation: Corporate Senior Manager- Human
leading pharmaceutical company in India, catering to 75 Resources (OD and Talent Management)
countries over the world. The Company is vertically
integrated with the ability to develop, manufacture and
market pharmaceutical products, pharmaceutical
substances and Intermediates.
Process owner of Alembic High potential: High performer Competency development program for level 1, 2 and 3
employees (till AGM) and Succession Planning and Leadership Development (DGM and Above)
 Designed and executed Udaan for the development of the leaders in line with the organizational future strategy and
contribute to its overall management from the execution to the sustenance.
 Identified and defined organization leadership competencies and behaviors in line with the organization’s vision and
mission, which need to be assessed in Assessment and Development Center
 Got the gap analysis done to assess areas of development and thereby defining the IDP of the individual for all the levels.

Lead the Capability Building Function of the organization (Alembic Guru Kul)
 Develop a comprehensive training and development strategy, segmenting target populations and programs and ensuring
consistency with the Group and Regions agenda
 Align Local L&D Plan with that of the Region. Communicate on the L&D strategy and priorities with key stakeholders
including senior management to ensure internal buy in of new initiatives

TNI and Content Development & Delivery

 Design, coordinate and implement a broad range of customized local trainings, making sure they can be mutualized when
appropriate
 Identify third-party vendors / consultants to deliver trainings in liaison with both Region and Group L&D teams
 Identify opportunities for improvement in training curriculum based on needs analysis and feedback assessments

New Hire orientation

A three day new hire orientation program, starts from various presentations providing insights regarding the organization and
its operations to plant visits on day 3. Day 2 comprises of a unique session titled “Together We Win” by L&D Department. The
session comprising of audio-visual content, interactive activities, games and more elicited whole-hearted and cent-percent
participation

Project Owner of Alembic Talent Pool: Lead the entire project from understanding the need to the execution and
sustenance: Alembic Talent pool is a unique initiative undertaken as a structured development process to address future
business needs by hiring fresh talent, building internal capability and creating talent pipeline within the organization. The pool
thus generated comprises of 50 participants from the following fields: Pharmaceutics, Pharmacology, Chemical Engineering
and Science.
The structured learning pedagogy has been designed and each of the trainees is undergoing job-rotation within Manufacturing,
QC, QA, EHS, Warehouse and Engineering periodically. Trainers have been nominated and oriented to facilitate the training to
the ATP which would span over twelve months of time. A structured workbook has been designed and provided for learning.
The key highlights are:
 Detailed orientation program.
 Rotations across different areas of the function/business.
 Functional/cross functional training with an accent on blended learning.
 Behavioral training common across function/business verticals and spread across the one - year period

Process owner of Alembic Managerial Effectiveness Program (MEP)

One of the aspirations from our Vision 2015 is being recognized as preferred employer by building a strong internal leadership
pipeline for succession in each function. Amongst other initiatives, this has led us towards the launch of a Managerial
Effectiveness Program (MEP), which focuses on building internal capability and competencies, by creating an environment that
encourages learning. The program has been structured to equip our potential managers to become future leaders.
MEP is an extensive program spanning over 25 months, covering one module every month, technical or behavioral, which
helps to shape Alembic Managers as dignified, respectable efficient Managers who shall help the business to flourish.

ARICENT GROUP: Jan 2013- June 2014

Lead the end-to-end strategic Leadership Designation: Senior Manager (Global Leadership
Development and Talent Management functions for Development & Talent Management)
the entire globe for the Group
Project Owner of Aricent Competency Framework : Lead the entire project from understanding the need to the execution
and sustenance:
1. To understand the need of defining the Competency Framework in the organization & create the process and guidelines of
the framework.
2. To have the access to the competitor competency list from CLC and HR.com and get the survey done with the senior
management on the same to have final list of the competencies required at Aricent keeping the Vision, Mission and future
strategy in mind.
3. To define the Core Behavioral, Leadership and Technical competencies as per the business needs.
4. To define the proficiency levels of the competencies and themes & behaviors in the respective competencies.
5. To map the proficiency levels of the competencies to the roles in the organization.
6. To design the level wise competency development process in the organization such as classroom workshops, E-books, E-
learning modules, Movies, others books, sites and references.
7. To promote the framework in the organization (business-wise) and get the nominations for the pilot to get people
developed on the competencies.
8. To design assessment criteria for the proficiency level wise certification.
9. To get the assessment center run to assess the proficiency level and make people certified accordingly.
10. To have the formal assessments for developing the skill inventory within the organization related to leadership pipeline
creation and promotions & progressions.

Leadership Development
1. Aricent Leadership Development Program-
 Leadership development framework aligned to the business needs as per the Training Needs received from Annual
Appraisals of all the roles in different verticals. Manager 19 programs such a Conflict Management, Assertive
Communication, and Team Building Etc.
 Defined the key behaviors for managers and internally designed & managed a highly successful program in
the organization– named ‘‘Building High Performance’, to address managerial skills
 Designed & Managed Leadership Alpha and Beta for all the global locations for junior to middle managers which
required deep business acumen & complex stake holder management
 End to End flawless Program Management of Situational Leadership program at India locations

Learning and Development Branding

 Internal Branding- Managing employee communication with regard to L&OD through newsletters and Intranet use.
 External Branding- Applying for the various awards (2 awards in a year); writing & submitting the paper for the
nominations for the awards.

ARVIND LTD: Nov 2011- Dec 2012 Designation: Senior Manager- Human Resources
www.Arvindmils.com :Arvind is the flagship company of (Organizational Development & Talent
Rs.4500 Cr. (US$ 550 million), Lalbhai Group an Indian Management)
multinational and one of the top three producers of Denim
in the world, with its presence felt in Shirting’s, Knits and (Handled the OD &Talent Mgmt for the
Khakhis fabrics. It has got more than 5000 employees Corporate HR Functions of 5000 people
across the country. across the country)
Leadership Development
 Process Owner for Two Projects for Leadership Development for First Line Managers and Middle Management
1. Unnati: Supervisory Development Program to identify high performing high potential First Line Managers and put them
through a developmental process to develop effective technical and supervisory skills for developing well-rounded
Supervisors to handle current / future organizational roles.
2. Udaan: Management Development Program for Middle Management (upto Senior Manager) to create an action plan
for professional and personal development and self-improvement for Middle management within the context of an
organizational career
 Succession Planning As a part of the COE, have been actively involved in creating a leadership pipeline in the
organization with regard to succession planning of :
 Work very closely with Senior Management to get to the numbers of roles to be identified for the succession planning.
 Get the nominations for the role (Sr. Mgmt -Performance Basis, experience, Educational Qualifications & Role Maturity).
 Designing “Assessment & Development Center” (Written Test, Case Study, OPQ, panel interview etc.) with the help of
external vendors and
 Designing the IDP’s on 70/20/10 concept- Action learning; Mentorship (Experiential learning) & Class room training.

Lead the L&D function

 Lead the entire L&D function with regard to 1. Identifying the Learning needs
2. Content designing
3. Delivering trainings 
 Arvind Manager Orientation
 Building Teams
 Conflict Management
 Customer Orientation
4. Managing the L&D effectiveness

CREDENCE SYSTEMS PVT LTD: May 06 – Nov 11

(www.credencesystems.in ) is a privately held software Designation: Manager- Human Resources (OD & TM)
development company in Noida. It specializes in SAP
Business One (B1) solutions (implementation,
development, consulting, and outsourcing) for software
solutions businesses worldwide.

Organizational Development and Capability Development

Learning and Development: Determining Training Needs from the Performance Management System & Business
Requirement
 Identifying Course Goals, establishing Content & determining delivery Method
1. On-the-Job—Majority of employee training
2. Classroom—Majority of Leadership Development workshop
3. E-Learning
 Facilitating Training at different levels &Measuring Training Success
 1. Employee Training Feedback
2. Training Marks/Scores
3. Number of People Trained
 Training Courses Conducted
1. Customer Relations
2. Teamwork, conflict Management and Assertive communication
3. Mentoring and Coaching
4. General Management

Succession Planning and Leadership Development (Practice Heads, Dept Heads, Function Heads and CXO)
 Designing cutting edge Succession Planning intervention for the development of the leaders in line with the creative future
strategy and as a senior member of the team, contributing to its overall management & Service department.
 Identify and define organization leadership competencies and behaviors in line with the organization’s vision and mission,
which need to be assessed in Assessment and Development Center
 Got the Gap Analysis done to assess strengths and areas of improvement and thereby defining the IDP of the individual.

Performance Management System

 Facilitated the creation of a culture of high performance through deployment of a robust performance management
system- Balanced Score Card for Top positions and MBO for Middle and lower Management.
 Review Performance Management Systems and identifying scope for improving the same. Administering the process
through an online / e-PMS workflow.
 Utilized performance information in talent retention, career/succession planning and growth for the employees.

Employee Engagement
 Conducted engagement surveys at periodic intervals and created action plans accordingly.
 Designed various Talent Engagement Activities and implemented same into calendar year.
 Partner with managers to recognize key/outstanding performers and ensure appropriate recognition/ motivation plans.

HERO ITES: Oct 2003–Dec 2004 Designation: Sr. Associate-HR

Vendor Management
 Evaluation & Short listing and evaluation of recruitment consultants.
 Timely review of performance, revision & renewal of contract of empaneled consultants based on study and analysis of
performance on regular basis.
 Highlighting and escalating deviations on terms and conditions by vendors.
Sourcing & Selection
 Sourcing CVs through various channels viz., job portals, on-line applications, references, consultants etc. and Sourcing,
short listing and selection. And ensuring it is in line with planned manpower budget & organization structure.
 Devising Salary fitments for candidates based on organizations compensation philosophy.
MIS & Reports
 Preparing and maintaining MIS pertaining to Recruitment, Vendor performance, Referral scheme, Invoice payments etc to
help devise timely strategies for managing people.

VIVANTE TECHNOLOGIES: April 2001- Sep 2003 Designation: Executive – HR (L&D and Employee
Engagement)
Job Level Evaluation and Competency Framework
 Using the triple A “Point Ranking” job evaluation method to rank jobs hierarchically
 Training the job evaluation internal team
 Gathering information on all internal jobs & review all the unique roles (98 roles) to be evaluated
 Linking the ranked jobs with Competency Framework and define the “Proficiency Level”
 Periodically reviewing the job evaluation system and the resulting Competency Framework decisions

Employee Communication and Engagement

 Annual Celebrations
 AOQ – Associate of the Quarter (Quarterly R & R) & AOY – Associate of the Year (Yearly R & R)

Learning & Development

 Communication of policies & processes with regard to L& OD
 TNA and defining the training matrix & take active part in content development for the trainings

Advitya K BHP.pdf Advitya K -Culture Advitya K LDP.pdf Advitya K MDP.pdf Advitya K Concept Note Concept Note
Building.pdf Udaan.pdf Building High Performance Tea
Assertive Communication.pdf
SUMMARY OF PROFESSIONAL GROWTH
Zero Gravity-
L&OD
Alembic Group-
Head L&OD and TM
Aricent Group- Sr.
Manager Global L&D
Arvind
limited- Sr.
Manager OD
Credence Systems- Mgmt. Trainee -Manager
OD
HERO
ITES- Sr.
Associate
Vivante- Associate
HR
2001 200 200 2004 2005 2006 200 200 200 201 2011 201 201 201 201 2016-18
2 3 7 8 9 0 2 3 4 5