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kamberia

Dr. Advitya Kamberia

“
“We must look for passion, intensity & integrity, rest everything can be trained "

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

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

 Fellowship Degree Holder along with Executive Asian Institute of Management & Technology 2006
Program in HRM from IIM- Lucknow & MBA (HR) & a MA- Economics Punjab University 2004
competent OD - Talent Management professional Bachelor of Arts Delhi University 2002
with more than 19 years of extensive experience in HSC CBSE, Delhi 1999
Human Resources Division. SSC CBSE, Delhi 1997

 Adept in understanding the need-of-the-hour; PROFESSIONAL QUALIFICATIONS & TRAININGS

accordingly designing people development projects- Advanced Diploma in Software Engineering
along with managing & driving them to get the final C-Tech Computer Education 2001
positive outcome.
Bullet Proof Manager Training
 Proficient in developing Talent Management and Crestcom Inc 2012
Leadership Development processes individually
with regard to designing & managing the DISC profiling Certification
Competency Framework, executing the Mandatory Thomas International 2012
acclaimed & ad-hoc training programs, Well
versed with all the Organization Diploma in Training & Development
Development interventions- Job Level ISTD 2012
Evaluation, PMS, High Performance- High Potential
Development Programs & Succession Planning.  Yellow Belt Lean (6S)
Arvind Limited 2012
 Have an intensive experience of running and leading
the Assessment & Development Center along with THOMAS PERSONAL PROFILE ANALYSIS (PPA)
the psychometric profiling and developing the tests PPA provides an insight
for the internal shortlisting of the incumbent. into how people behave
at work. The way in which
PERSONAL STRENGTHS As Per Gallup Survey the individual interacts
CONNECTEDNESS & NETWORKING with the environment
RESPONSIBILITY
takes four basic-direction
tendencies to dominate,
DISCIPLINE
influence, submit and
CONSISTENCY comply, which forms the
FUTURISTIC acronym ‘DISC’

ACQUIRED & DEVELOPED SKILLS MBTI (Myers–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,
situations and make decisions, it indicates through ESTJ:
DATA INTERPRETATION
extraversion (E), sensing (S), thinking (T), judgment (J) or
LOGICAL & CRITICAL REASONING INFP: introversion (I), intuition (N), feeling (F), Perception
(P), My personality test is ENTJ
For Reports click the link below
For sample research papers, click the link below
PROFESSIONAL WORK EXPERIENCE

INDORAMA PETROCHEMICAL: DEC 2019- Sep 2020 Designation: HEAD- (Learning & Development &
PORT HARCOURT, NIGERIA Organizational Development)
(Handled the L&OD and Talent Mgmt. for the
Workforce of 4000+ people Globally)
Lead, manage and responsible for end-to-end Talent Management & Leadership Development function, In the changing
times of covid-19 global pandemic, our main focus was to have a smooth & easy functioning of the L&D domain comprising of the
portfolio of leading-edge learning methodologies & technologies help the functions, improve performance with measurable bottom-
line results.

New Strategic Learning & Development Function design: A new and restructured Blueprint for Learning and Performance
Improvement, and Re-Planed, along with top management and HR Head, the annual training budget for the organization

Talent Development
 The main KRA was to redesigned the Learning & development strategies for adaptive, social, and global learning, Re-
Pedagogue the entire learning content for mobile apps, gaming- simulation designing, certifying the knowledge gaining global
portals, and in house designed eLearning modules—mapped to the SAP based learning management system to support it all.
 Digital Transformation of L&D Function
 Retooling for Smart Content- Content Digitization
 Migrating to Mobile Learning: Adopted HTML5 based E-VR- AI- Learning
 Coldwell mobile social learning application for class-room based webinar learning
 Hilton University m-Learning app, McKesson's eLearning and introduction to the virtual assessments
 Conduct detailed training needs analyses and skill mapping to understand the requirements for enhancement of employee
capability
 Partner with business heads to understand their training and development requirements
 Develop and finalize the annual training calendar for various functions and departments
 Analyze the training needs analyses outcomes, development conversations outcomes and function head inputs to finalize the
contents and timing of various training interventions
 Evolve the contents of training programs in line with changes in the business needs and employee capabilities
 Identify appropriate external partners for design and delivery of specific training modules
 Ensure cost efficient procurement of training services – training facilities, training content and delivery
 Establish an effective training feedback mechanism aimed at continuous improvement of learning & development process

Organizational Development
 Plan & design suitable OD interventions for Indorama in line with the evolving business strategy & skill requirements
 Revisit the organizational competency framework periodically to keep it in line with strategic needs
 Conduct talent assessments for identified talent groups using suitable tools and methodologies
 Realign the organization’s OD strategy in line with external OD trends
 Drive the process of leadership development and leadership capability enhancement at Indorama Global
 Design and implement custom strategies for high-potential identification, training, and deployment
 Develop leadership lifecycle programs across levels which support the leadership
 development process and drive creation leadership talent for identified critical role
 Support the HR team in participation in external benchmarking studies and surveys to gauge the health of people practices in
Indorama Global

HMEL: NOV 2018- Nov 2019 Designation: HEAD- (Leadership Development &Talent
A Joint Venture of HPCL & Mittal Energy Limited (Was Management)
Based at Guru Gobind Singh Refinery at Bhatinda)

Lead, manage and responsible for Talent Management & Leadership Development function of the entire Group- HMEL,
HPCL, Hindustan Pipelines Limited, Mittal Energy Limited and moved to Nigeria with Indorama Petrochemical at the
capacity of the global profile. Reporting to CHRO and managing an L&OD budget of 65 million INR.
 Managed 182 in-house training programs covering over 6000 man-days for the fiscal
 Revision and implementation of the new Behavioral Competency Framework with Mercer
 Led the company-wide implementation of Individual Development Plans for all employees.
 Imparted NLP based coaching workshops for managers & above for over 300 employees.
 Responsible for selecting the LMS Vendor and implementation of Success Factor at HMEL.
 Responsible for Robotic Process Automation in procurement of training nominations.

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 potential First Line Managers and put them through a developmental process to develop effective technical & supervisory
skills for developing well-rounded Supervisors to handle current / future organizational roles.
 Management Development Program for Middle Management (up to Senior Manager) to create an action plan for professional &
 personal development 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- Delivering behavioral skills trainings 
3. 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) –analyzing the training MIS to create dashboards.
ZERO GRAVITY GROUP: Sep 15 – Nov 18 Designation: Head- Corporate L&D & Talent Management
Lead the end-to-end strategic OD, Leadership
Development & Talent Management functions for the
entire group
Responsible for strategically providing leadership expertise to the Business on areas of Talent Management, Leadership
Development, Learning, Organization Effectiveness.
 developed Strategy and an operating plan for the Business, based on the larger HR Strategy along with the Business center &
Group HQ
 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 - leadership team
Change Management and Culture Building
 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 Corporate Senior Manager- Human Resources

Established in 1907, Alembic Pharmaceuticals Limited is a leading Designation: (OD and Talent Management)
pharmaceutical company in India, catering to 75 countries over the
world. The Company is vertically integrated with the ability to
develop, manufacture and market pharmaceutical products etc.
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 Gurukul)

 Developed a comprehensive training and development strategy, segmenting target populations and programs and ensuring
consistency with the Group and Regions agenda
 Aligned 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 along with to Identify third-party vendors / consultants to deliver trainings in liaison
with both Region and Group L&D teams
 Identified opportunities for improvement in training curriculum based on needs analysis and feedback assessments

New Hire orientation:

A 3-day new hire orientation program, started from various presentations providing insights regarding the organization & its
operations to plant visits on day 3. Day 2 comprises of a unique session titled “together we-win”. The session comprising of audio-
visual content, interactive activities, games and more for whole-hearted & cent-percent participation

Project Owner of Alembic Talent Pool: 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
generated comprised of 50 participants from the following fields: Pharmaceutics, Pharmacology, Chemical Engineering and
Science.
The structured learning pedagogy had been designed and each of the trainees is undergoing job-rotation within Manufacturing, QC,
QA, EHS, Warehouse and Engineering periodically. Trainers had been nominated and oriented to facilitate the training to the ATP
which would span over twelve months of time. The key highlights were:
 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)

MEP was 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 Designation: Senior Manager (Global Leadership
Development & Talent Management)
Project Owner of Aricent Competency Framework: Lead the entire project from understanding the need to the execution and
sustenance, designed the Global competency Framework of the entire organization, the major steps taken were:
 To understand the need of defining the Competency Framework in the organization & create the process & guidelines of the
framework.
 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 identified in line with Aricent Vision, Mission and future strategy
 To define the Core Behavioral, Leadership & Technical competencies as per the business needs.
 To define the proficiency levels of the competencies and themes & behaviors in the respective competencies.
 To map the proficiency levels of the competencies to the roles in the organization.
 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.
 To design assessment criteria for the proficiency level wise certification & run the assessment center assess the proficiency
level and make people certified accordingly.

Leadership Development
 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

 Succession Planning As a part of the COE, have been actively involved in creating a leadership pipeline and succession
 Worked very closely with Senior Management to get to the numbers of the roles to be identified for the succession planning
 Got the nominations for the role (Minus 2 levels-on the basis of performance, total experience, educational qualification & role
maturity)
 Actively involved in designing “Assessment and Development Center” (Written Test, Case Study, OPQ, panel interview etc.)
with the help of external vendors
 After short-listing the candidates, as a facilitator actively got the IDP’s designed on 70/20/10 concept- Action learning;
Mentorship (Experiential learning) and Class room training

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; writing & submitting the paper for the nominations for the awards.

ARVIND LTD: Nov 2011- Dec 2012 Senior Manager- Human Resources
www.Arvindmils.com :Arvind is the flagship company of Designation: (Organizational Development & Talent Management)
Rs.4500 Cr. (US$ 550 million), Lalbhai Group an Indian
multinational and one of the top three producers of Denim (Handled the OD &Talent Mgmt for the Corporate HR
in the world, with its presence felt in Shirting’s, Knits and Functions of 5000 people across the country)
Khakhis fabrics. It has got more than 5000 employees
across the country.
Lead, manage and responsible for end-to-end Talent Management & Organizational Development functions

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 (Manthan) for Business Heads & 3 Levels down Chief Managers, Department & functional Heads
 Conceptualizing and managing Business and Cluster wise pan India process of Succession planning and Key Position
Management by GE Model -9 Box Matrix. Assessing capabilities for promotion to a higher role- High potential career path
 To create the conceptual underpinning for IDPs & follow this through to successful management and delivery of large products.
 To identify best suppliers as appropriate and working jointly with them to deliver projects: managing them effectively.
Learning and Development
Lead the entire L&D function with regard to - 1. Identifying the Learning needs and Content designing & Delivering behavioral skills
trainings, some of them are-Arvind Manager Orientation, Building Teams, Conflict Management, Customer service etc.

CREDENCE SYSTEMS PVT LTD: May 06 – Nov 11 Designation: Manager- Human Resources (OD & TM)
(www.credencesystems.in ) is a software 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
 Developed Talent management process using ‘Roles & Competency’ framework as the foundation of organization’s Talent
Management strategy
 Learning and Development: Need identification- PMS and Business Requirement (Problem area- ad-hoc needs)
 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. General Management, Mentoring and Coaching
Succession Planning and Leadership Development (Practice Heads, Department 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
SUMMARY OF PAST- PROFESSIONAL GROWTH

ZG, HMEL &

Indorama Head-
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 2016-20
2 3 7 8 9 0 2 3 4 5

CURRENT PROFILE https://www.academia.edu/s/fbb9ae4ac4?source=link ,

http://EzineArticles.com/expert/Dr_Advitya_Kamberia/
Currently back to India and looking for a job in India only due to 2854529
family and covid-19 global pandemic reasons. Side by side VEDA- Virtual Environment for Development &
providing my services to different online learning portals to get my Assessments: http://EzineArticles.com/10373189
trainings reach different people across the globe, some of the links https://hubpages.com/business/Veda-Virtual-
to the research papers are mentioned in the end of the document. Environment-for-Development-Assessments
https://drive.google.com/drive/folders/
1
HOBBIES & INTERESTS
c LANGUAGES
 Learning different languages & cultures; Tarot Card S
Reading V Readin Speaking Written
g g
 Playing Guitar and Theatre performances x
m
English Yes Yes Yes
 Reading and Writing books on Management, Life & V Hindi Yes Yes Yes
Spirituality 8
3 French Yes No No
c Punjabi Yes Yes Yes
vCm1gla_fjyt2SjAn3HZp4?usp=sharing
http://hub.me/anVtJ Gujarati Yes Yes No
https://dr-advitya.livejournal.com/426.html
PERSONAL DETAILS

 Previous Name: Honey Arora

(Name got changed in Sept
2009)

 Date of Birth: 24th Sept. 1981

 Marital Status: Married