Describe a situation where you achieved something significant after overcoming obstacles ? At Deloitte, fresh out of SAP boot camp( training program ), I was assigned to a project which was in its nascent stage as an SAP-HR consultant without anyone to lead the module. As a fresher, I was new to the entire concept of working and thus the responsibility of handling an entire module was overwhelming. Since I was new, I was unaware of the processes and building relationships. My counterpart on the client side was a lady who had 25 years of experience(I was just 21) in the field, thus I was intimidated. Infact the first call was scheduled for an hour and lasted just 5 minutes. Small issues were escalated to the top a few times, but my confidence remained undeterred. From there to building a strong relationship of trust and interdependence, I came a long way to a time where the other modules were almost close to collapse and the only module flourishing was the SAP-HR module.
At Deloitte, after the initial classroom training program on SAP-ABAP, I was assigned onto a project which was in its nascent stage. Critical project requirements forced me into the role without any formal Knowledge Transfer or a lead as an SAP HR consultant (client facing role). As a new hire straight out of college, I was unaware about the different systems and relationship building with the client. Over the next few weeks after a few client interactions, I realized that my counterpart at the client’s end was a lady with 25 years of experience in the field and dogmatic in her approach.Moreover members of the Center of Excellence had set ways of working. With great perseverance and persuasion, I tried to build a relationship of trust and interdependence.I designed the entire process on how to handle change requests that was to be followed by the Center of Excellence of HR to maintain high standards of quality. I faced difficulty in convincing the members to follow this new process, and finally succeeded after highlighting the benefits of a standardized procedure. The result was reduction in number of escalations and high quality standards in resolving each ticket. Thus, at a very sensistive stage of the project, what helped Deloitte retain the project was the HR module.
The next few months we spent in trying to incorporate the process so that it could be followed by the CoE for HR. I faced difficulty in convincing people who had set ways of working to follow new processes, but succeeded.
At Deloitte, after the initial classroom training program on SAP-ABAP, I was assigned onto a project which was in its nascent stage. Critical project requirements forced me into the role without any formal Knowledge Transfer or a lead as an SAP HR consultant (client facing role). Fresh into the industry, I had no idea about the different systems and relationship building with the client. Over the next few weeks after regular client interactions, I realized that my counterpart at the client’s end was a lady who had been in the profession for 25 years and was not open to adapt any changes in the processes they currently followed. Thus, with great perseverance and persuasion, I built a relationship of trust and then designed the entire process on how to handle change requests that would be followed by the Center of Excellence of HR. The next few months we spent in trying to incorporate the process so that it could be followed by the CoE for HR. We faced difficulty in convincing people who had set ways of working to follow new processes, but succeeded. Meanwhile, the other modules (Finance, S&D), despite being led by experienced consultants were unable to build trust and the project was at a very sensitive stage and what helped Deloitte retain the project was the HR module.
Moreover, other modules also
adopted the process being followed by HR.
Describe a situation where you initiated a new idea or approach and implemented it. How did you go about it? During my summer internship at Tata Teleservices, I was assigned a project to address the need of the current HR analytics and automate it over a period of time. Once I studied the structure, systems, processes and existing reports, I realized that each function of HR used a different application. I brought in a new of creating a framework that contained innovative metrics from all stages of Employee Life Cycle on a single platform. I had to convince the various stakeholders for their cooperation by showcasing the importance of such a tool. I coordinated with different HR teams, being critical data sources required for the metrics to create a standard format in which data will be provided from the multiple systems. The final outcome was an information tool that provided the top management with a high level view of the organization health w.r.t HR parameters, utilization of investments in HR activities and the value add of HR to business goals.
My summer Internship project at Tata Teleservices was to address the need of HR analytics in the organization and automate it over a period of time. The criticality and complexity of the project were both high but the requirements were extremely vague and abstract, thus, initially I was
unsure of how to go about it. Once I studied the structure, systems, processes and existing reports, I realized that each function of HR used a different application. I brought in a new framework that contained metrics from all stages of Employee Life Cycle on a single platform. I coordinated with different HR teams, brought critical data sources required for the metrics and created a standard format in which data will be provided from multiple systems. The final outcome was an information tool that provided the top management with the value-add of HR to business goals. Such a tool did not exist in the organization earlier and the idea was well appreciated by all stakeholders who recognized the importance of such a tool.
Describe a situation where you had to persuade others to achieve a goal after overcoming resistance? How did you go about doing it? At Deloitte, one of the initiatives I took was starting a newsletter for the Application Management Systems service line. This required the support of a senior manager and senior consultants, who at first did not agree to the idea of a separate newsletter for the service line in addition to that of the organization. Through multiple discussions, addition and omission of various sections of the newsletter I finally managed to convince the managers of the value add of the AMS Newsletter and how it would serve a different purpose from the already existing Deloitte newsletter. But then again, there were other issues related to approval from stakeholders across locations. Thus, I had to interact with employees across locations to get them onboard the newsletter team, so that the newsletter is common to the AMS service line across locations. The entire process took a few months but when the first edition of the newsletter was released, the entire team received great recognition and accolades.
Working at Deloitte I felt the need for a newsletter for the Application Management Systems service line. The goal in mind was to include service line success stories, ideas and know-how in a separate newsletter to instil knowledge sharing and team bonding. This required the support and approval of a senior manager and senior consultants, who at first did not agree to the idea of a separate newsletter in addition to that of the organization. Through multiple discussions, , I highlighted to the benefits of the AMS Newsletter and how it would serve a different purpose from the already existing Deloitte newsletter to the senior managers. I created a draft template for the newsletter to which multiple omissions and additions were made after discussion with stakeholders. After approval from my peers and seniors, we faced issues from stakeholders at other locations. I pitched the idea to various people in other locations to gain their support and after multiple inter/intra-location discussions, expanded the team to include
people from other locations as well so that the newsletter is common to the AMS service line. When the first edition of the newsletter was released, the entire team received a lot of recognition and accolades.
Successful leaders have a clear sense of purpose. What is your SOP? I have been brought up in a very cosmopolitan environment embedded with strong values like tolerance, high self esteem, being righteous and forthright. Coming from a family starting from my grandfather who was an airforce officer and my father a Chartered Accountant, I have always been pushed to strive for excellence and make a difference in whatever way possible. At the age of 17, I left my home and city to pursue my education; this inculcated a sense of adaptability in me and prepared me to cope with change and ambiguity. I have chosen to build a career in Human resource Management, which requires a large length and breadth of experiences and exposures. I believe that to start with, I would need opportunities to be able to apply the theoretical knowledge that I have gained through my Masters degree to practice. I want to work across all functions of HR, industries and geographies to increase the depth of my knowledge and experience. A leadership position in a renowned conglomerate like TATA would provide me with challenges and opportunities that will allow me to make a larger impact on the organization and its people. At this stage in the industries with emerging trends, I would like to provide new perspective to improve the already existing HR practices in the organization.
What do you propose to do in your career in the short term and long term? My short term goal is to work for an organization that offers me an opportunity to understand the functioning of an organization exposes me to different industries and entrusts me with challenging tasks in all functions of HR. My long term goal is to grow by working in businesses across sectors and achieve a leadership position to contribute effectively to the organization and make a significant impact not only to the organization, but also its people and the society.
