ANINDYA KUMAR SHEE Phone: +91 8008558166, E-Mail: anindyashee@gmail.

com

CAREER SUMMARY
Experienced OD and HR professional with experience in Change management, leadership development, employee
engagement, compensation and benefits, leadership hiring and as business partner HR. Anindya started his career as a
Management Trainee with the public sector, Steel Authority of India Limited in 1993 and worked in a variety of roles
starting from production planning, maintenance and operations. After five years, he decided to do his full time MBA in
Human Resources (then called Personnel Management and IR) from XLRI, Jamshedpur. Post his MBA, he joined as a
Senior Consultant with a management consulting firm (ECS) where he got exposed to methodologies like LSIP (Large
Scale Interactive Process), Managing complex change , Six Sigma and Organization Restructuring using a process based
approach. Post consulting, Anindya had a stint in corporate HR with Dr Reddy’s Laboratories where he co-developed and
institutionalized next generation performance and career management philosophy and practices along with the then GM
HR. He also was instrumental in E enabling the HR organization using SAP HR and created and implemented the concept
of a central HR shared services.

Thereafter, Anindya joined as the location HR head of Wipro Technologies, Hyderabad. He went on to do various roles in
Wipro in both line and corporate HR including M&A. Anindya rejoined Dr Reddy’s in 2010 in their organization
effectiveness function where he was instrumental in leading a comprehensive role clarification, job evaluation and
organization restructuring exercise for the whole organization. Currently, Anindya is the Head of Human Resources and
Administration for the Biologics business unit of Dr Reddy’s Laboratories, which is a strategic growth unit for Dr
Reddy’s.

EDUCATION
M.B.A 2001 Human Resources XLRI, Jamshedpur
B.Tech. 1993 Mining Engineering Indian School of Mines, Dhanbad

WORK EXPERIENCE

Head HR and Admin, Biologics (2012 - Present), Dr Reddy’s Laboratories.

Key Achievements
 Developed a talent strategy which tapped multiple geographies (US,Basel,India and Singapore) for high
recruitment of quality Biotech senior management talent.
 Stream lined entry and mid level hiring by using an assessment center model and training managers in BEI
(Behavorial Event Interview) and psychometric tools.
 Was able to ramp up the organization by hiring over 100 critical scientific talent over a period of 18 months
across all levels.
 Developed a comprehensive bi-annual performance & potential assessment system where the whole organization
was assessed using ‘multiple cascading panels’ of managers.
 Developed a compensation model which helped link ‘role contribution of individuals’ to the compensation
positioning of the employee and seamlessly locked into the talent management system. The system enabled
retention of high talent while weeding out marginal contributors using compensation signals.
 Developed a manpower model by mapping all the key business processes and developing norms for manpower
deployment for mature and emerging functions.
 Helped in defining and outsourcing non-core activities like housekeeping and facilities maintenance to third party
providers. The direct contractual unskilled workforce was reduced from over 350 to around 75 in his tenure using
a combination of automation, work redesign and expert outsourcing.
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  Developed a unique stock linked leadership incentive plan for Biologics which linked important business
outcomes and milestones to stock options.

Lead HR Formulations Manufacturing (2011 - 2012), Dr Reddy’s Laboratories.

Key Achievements
 Was able to define and deploy performance and health metrics from the business to the factory and team level.
o Developed and implemented the best factory and team concept was launched which improved productivity and
created healthy competition among factories and team.
o The initiative was recognized in the Dr Reddy’s Annual Report 2012 under the HR category.
 Developed and implemented a hands on model for hiring entry level engineers to replace unskilled contractual
workforce at the shopfloor which was creating safety incidents.
 Developed and implemented a ‘Manager toolkit’ for employee engagement where each manager was expected to
do a series of activities for his team like Skip levels, One on Ones, Career Discussions, Open Houses in a
calendarized manner and was scored for overall engagement performance.

Head Organization Effectiveness/ C&B HR Formulations Manufacturing (2010 - 2011), Dr Reddy’s Laboratories

Key Achievements
 Led the job evaluation project and authored the ‘Role Based Organization’ document where the role positioning
and worth was used as a cornerstone to integrate different HR processes like promotion, competency based
assessment and role rotation.
 Introduced the Gallup employment engagement model which was used for the climate survey and subsequently
used to train hundreds of managers in the Q12.
 Developed the Performance and Health scorecard for the different businesses along with the finance team and the
business leaders which led to a ‘clear numeric value of business performance’ and helped linking the variable
compensation payouts for the different businesses to their performance.
 Created variable pay and incentive options for the mature and emerging businesses.
 Developed a comprehensive compensation philosophy for the organization.

Lead HR Financial Services M&A, Market Facing team (2009 - 2010), Wipro Technologies

Key Achievements

 Was the HR head of the BFSI market facing team spread across the globe.
 Led HR integration of a 500 person organization spread across two locations, Mumbai and Bangalore
 Conceptualized and introduced a leadership development program for emerging leaders for the financial services
group which involved initial assessment followed by on the job development using live projects and regular
reviews by senior leaders.

Head Compensation & Benefits (2007-2009), Wipro Limited

Key Achievements

 Introduced a cafeteria plan-flexible compensation options for all employees of Wipro group.
 Worked on employee productivity and variable pay and linked number of days on bench to the quarterly
compensation system. This won the best lean project award for the team, the only one in the HR category.
 Developed a furlough plan at the height of the recession to manage people on the bench.
 Moved the compliance of timely goal setting in the performance management system from a low of 30-40% to
~100% by using a combination of awareness, reminders and system interlocks.

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  Facilitated a session of the entire Wipro HR team to understand the current issues and enlist the group in
becoming an agent for change.

Location HR and Energy & Utilities head (2005-2007), Wipro Technologies

Key Achievements

 Was the HR head for entire Hyderabad Wipro Technologies with an employee strength of 6,500 across 4
locations.
 Developed a manager centric attrition prediction system which allowed the organization to manage attrition in key
accounts.
 Used Large Scale Interactive process to understand the issues young engineers are facing at Wipro technologies
and suggest systemic support for the same.
 Trained managers in person centered approach to improve their feedback skills.
 Carried out a diagnostic study to understand issues facing onsite teams at Wipro UK. The results were used by the
management to drive systemic changes at the location like putting senior resources for understanding client needs
as well providing timely support to the local team.
 Was part of a panel of trained counsellors to the employees for helping them their personal/professional issues.
 Created a series of local fun@ work initiatives using young volunteers to create a vibrant work location.

Lead, Career and Performance Management (2003-2005), Dr Reddy’s Laboratories

Key Achievements

 Co-developed a new performance management system with the then GM,HR which used the concept of
performance dialogue and strengths based approach at its core.
o Co-developed and facilitated performance coaching workshops with the then GM,HR covering over 150+ senior
managers using Carl Roger’s person centered approach.
o Co-authored the performance and career philosophy and handbook which articulated the principles of an individual
led- development centered approach to performance and careers.
 Co- developed and co-facilitated an intensive career design workshop for high potential employees. Along with
his GM HR these sessions covered more than 100+ high potential executives and helped them understand ‘who
they were’ and helped resolve conflicts between their current situation, aspirations and natural strengths. This also
helped the organization to better understand their leaders with respect to his strength and limitations and helped fit
them in the right roles.
 Streamlined all HR transaction processes and created the HR shared center and back office for the organization.
Was the Project Lead for implementing SAP HR for the entire organization.
 Mapped the business processes for the Custom Pharma unit using the DMAIC methodology and created a team
for streamlining the order to cash process.

Senior Consultant, Organization Development and Change Management (2001-2003), ECS Limited (Now part of
PwC)

Key Achievements

 Improved the organizational climate by creating and training change agents in the middle and senior management
and then channelizing their energies through employee involvement platforms in a leading chemical and
petrochemical organization. Independent survey by Mckinsey after six months of the program revealed that the
climate had significantly improved.
 Developed a ‘process based structure’ in a large cement major which broke down the department silos and helped
in operational effectiveness.
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  Streamlined harmonized and integrated the hiring process in a large universal bank and created metrics at every
stage using principles of DMAIC. This helped in giving the hiring managers full transparency into the hiring
process and established clear accountability and SLAs between the hiring team and the recruitment manager.
 Helped a leading chemical major in bringing a performance culture using principles of LSIP (Large Scale
Interactive Process). This helped create a positive dissatisfaction in the system and employees understood the
need to change the status quo if they needed to stay competitive and relevant. This supported by changes in
performance management, roles and communication systems helped in accelerating the change.

Assistant Manager, Raw Materials Division (1993-1999), Steel Authority of India Limited

Key Achievements

 Led unionized teams of upto 350 people on the production floor and met all production targets.
 Developed a daily performance reporting system for the unit in his role as executive assistant to the general
manager.
 Led the contract management function which oversaw performance of outsourced work to third party agencies.
 Developed a preventive maintenance system in the dispatch plant which enabled optimum uptime.