An engineer’s rigor, applied to people.

Leaders needed a clear, current picture of how three of my client groups were built, and whether any of their managers were stretched too thin.

I rebuilt the org charts for IT, PMO and Manufacturing Test, measured every manager’s span of control and the number of layers, and flagged teams that were out of range. Then I met each flagged manager to test the numbers against how the work really ran.

PMO was well balanced. IT and Manufacturing Test got specific restructuring recommendations, with each decision and next step documented for the HR director. Where contractors worked to fixed service levels, we left the structure alone, because a ratio on its own is not a decision.

Each year the eNPS survey produced pages of ratings and comments. Leaders across my client groups needed to know what to fix first.

I put every response on a five-point scale and compared promoters, passives and detractors, managers and individual contributors, and India against global results. I coded the written comments into 18 themes and narrowed them to five focus areas.

In HR Connect listening sessions, each team turned those focus areas into a short action plan with an owner and a timeline for every item. Because engagement was a key driver, I also proposed Viva Engage, a company-wide social network already included in Microsoft 365.

Engineers in Manufacturing Test couldn’t see how to grow, and managers had no shared language for development conversations.

I partnered with the team’s leaders on a career path with two tracks, technical and managerial, four proficiency levels, clear competencies and a development plan template. Then I built an automated skills matrix that turns any career path into a team dashboard.

Managers can see their team’s strengths and gaps at a glance and turn them into individual development plans, and the tool works for any function with a career path. I also wrote scenes for a video series that shows managers and employees how to use career paths in one-on-ones.

Skills, performance, succession and learning data lived in separate places. Succession planning was reactive and managers had little visibility into development.

I wrote the business case and compared 9 vendors against 37 criteria, from skills matrices and succession planning to Workday integration, data security, and cost and return on investment. I sat through the product demos and gathered client case studies.

Leadership got a side-by-side comparison and a five-phase rollout plan: select, configure, train and manage the change, go live, then keep improving.

Our HRBP team had no shared standard for what good looks like at each stage of the role.

I studied how Amazon, Bosch, Flipkart, Schneider Electric and Honeywell define their HRBP roles and compared them side by side.

I proposed an HRBP competency model of seven clusters, from culture and employee relations to compensation, analytics and governance. Each one is defined at four levels, from Basic to Expert.