Good day, Mosheen Basha D. I'm Arjun. I've had a look through your background and your professional record. I'm interested in hearing more about your work and how you see yourself fitting in here with our faculty. Ready to start?

Please start by introducing your professional journey in academia.

Hey, myself, Mohsin Basham, Yeah, I carry 10 years of experience into HR domain, HR operations and recruitment end to end activities. So.

Completed, uh, eleven years overall experience into complete clean to the operations and HR operations as well.

Coming to my academic background, I have completed my masters from JN to University.

From Human Resources Management.

And I started my journey, professional journey through.

You know, as a sourcing executive at Voiva Consulting Services and.

Then I got the opportunity to work with Wipro technologies almost, uh, you know, six years I worked there as a HR executive. So I was taking care of end to end activities, including campus sirens. So I was.

Worked as a auditor, campus auditor, so my primary role and responsibilities were scheduled in the events uh across the South India and North India.

And then?

I got the opportunity to work with the.

Honeywell.

Laugh.

Understood. Please continue.

Yeah, I was saying about Honeywell Technologies research and labs. I worked as a senior HR over there. There I was taking care of internships and offer letter management, background verification and HR operations end to end activities again. I was leading a team of 10 to 15 members who are reporting to me directly.

And we had contractors as well who was supporting partially, uh, while traveling to events, uh, at the time of, uh, you know, event managements. And then I go to opportunity to work with Capgemini there. I was working there say, you know.

TA manager where I need to take care of uh senior uh roles?

Role and responsibilities for majorly into the senior recruitment senior positions. I was taking care where I would say that, uh.

Uh yeah. Like uh leadership hiring. So yeah, again, it's end to end operational activities from hiring to till exit and more towards, you know, or looking into HR operations and auditing compliance and issues and TA partnering.

Go on.

Stakeholder management and database management and as well as vendor management I was taking care of.

Got it. Please go on.

Yeah, then, uh, almost. I worked there more than a year and then.

I got to help listening to work with the Google India limited where I was working with, you know, Google ORG where I need to take care of end to end activities. Your project called India apprenticeship program. So here, uh, my major role was SME subject manager expertise, uh, corely into operations and TA management activities and human resource. Development.

And as well as career counseling and, you know, giving the suggestions and guiding the candidates for the future endeavors how to they can how they need to build up the skills and making them.

You know, getting awareness how to groom themselves for future ready. So here as well.

I was taking care of end to end activities from onboarding to till exit. I was taking care and currently, uh, I'm into corely into, you know, legal and compliance and, uh, stakeholder data place management stakeholders are like our internal stakeholders. So we do have different POS Gtech G app where more different. Functions are there different? We have a Google LLC.

Google A pack, Google e-mail, Google Singapore, Google China, Google Israel. So we have different views across the globe. So we need to support all across the business partners who are keenly and closely working with us. So all these kind of activities I am taking care majorly. This project is all about, you know, skilling up and.

Since you might be knowing Google is a huge organization so across the globe they do have WARG so fair org operations falls under trust. So we morally look into the social welfare activities and social awareness and we will be supporting 2 candidates who are from, you know, financially poor background.

Uh, who are having a good talent, uh, to prove themselves. Uh, so it's not about their communication and it's not about their, you know, academic background. So we do look into, uh, their, you know, ambitions and aspirations, how they are looking, the opportunity, how they are, you know, utilizing the opportunity.

Where we can, you know, support them in all 360° accepts.

So all these things, uh, we are taking care. I'll be closely monitoring the events sessions and, uh, so connecting with the people. So where they are lacking, so which area they are lacking in the terms of skills and which area they are really good at. So we need to, you know, focus on.

So that candidate so that the we do call them as your folks.

So these folks you know, they are new to the environment, they will be overwhelming once they are stepping into the Google. So we'll give them enough time to understand the integrity and you know more towards data privacy and user benefits and user privacy policies. All these things we will make them understand. We will groom that. We will, we will groom them.

In a such a way uh respect and attitude and their behavior has to be match up with the Google.

You know, policies and Google environment and within the organization they have to cope up with all across the B OS. It's not about the education background. If at all the candidate is interested in XYZ skill, even though if he's not having education background, who is not falling under the technical, you know background for example.

If the candidate has done BBA or BCA or BCOM, we will push them into the data.

Yeah, analytics where they can, you know, upscale themselves into the advanced tools, AI tools, uh, where we do have our own tools at a Google tools so that they can, uh, build a strong base in the within the Google, uh, so we don't have any competitors we support for our competitors, we will helps.

To our competitors to build. Their, uh, you know, future.

Uh, success, uh, we will make them more successful, uh, you know, their competitive, uh, platforms. So all these kind of activities, uh, I will be closely involved in end to end.

Uh, activities.

Thank you for that detailed overview of your career trajectory and responsibilities so far. Based on what you've shared, I’ll tailor my questions to explore deeper into your experiences and competencies relevant to the HR Executive role. Let's proceed. Can you elaborate on how you’ve implemented Performance Management strategies in large teams or organizations? Specifically, how did you ensure alignment with organizational goals?

Yeah. Uh, so the, my mind, uh, role, uh, into the current project is uh, focusing on their, you know, performance management. So how the candidate, uh, is looking at the opportunity, in which perspective, in which view he's looking and what is the expectations and what are the, you know.

So we will, we will make uh, a blueprint of the candidates and we will make sure he will reach a small goals, short term goals at a time and then slowly we will make him escalate towards his long term goals. Yeah, depends on the performance management. You know, most of the candidates come from base schools. And we will align the candidates and we will align the skills.

Uh, goals he has to keep for a short term and long term.

So we will cook up, I'll mix and match the skills with uh, XYZ candidate who is having 8-9 UH percentage, uh, we will cope up and we will sync A to B candidate uh, with XYZ 829 candidate so that they can closely work and this skill set, they can share their ideas.

They can share their views and all this.

We do have a different, you know, models within the organization. We will conduct the sessions from the external vendors and we will bring the new talents and talents within the organization where they can share their experiences, live experience within the project to fulfill, you know, gaps within the performance management. So all this you know.

Uh, behaviors, uh, all this, you know, activities, all this, you know, uh, case study, uh, sessions, uh, we will make them lively to groom, uh, towards their performance.

Got it. How do you measure the impact of these performance management initiatives to ensure they’re driving tangible results for both the individual employees and the organization as a whole?

Yeah, like again, so based on the candidate streams, if one candidate has chosen one stream and another candidate has chosen another stream, we will you know measure their performance monthly basis and you know quarterly basis at half early basis. So we will connect the sessions how good they are in their.

How good they are in the delivering their space and their ideas. It's not about, uh, you know, how they are delivering this page, how they are delivering their ideas, how good they are convincing to their clients, how good they are convincing the message, how clear, uh, the message has been delivered to their, you know, audience. So all this monthly.

Uh, quarterly and half early sessions.

Will be conducted and we will ask them to, uh, you know, uh, go through some, uh, test as well. Test in the sense it's kind of case studies, Uh, so each individual have their own different perspectives on one point. So we will try to grasp what is the core point, which is, uh, breaking point to the particular problem. So what is the solution?

Uh, he has. He or she has given.

In their different, uh, uh, views and ideas. So individually we will measure this kind of, uh, you know, umm, methods, uh, to performance, uh, calculations and uh, to, to, to break, uh, overview of the individual performances. If you are looking organization performance, it depends how big your PO is. Totally.

Quarterly, half hourly and annually. So we will get the checkpoints and they need to cross all this, you know, test and bare minimum percentages. They need to adapt and they need to deliver the best, you know, the projects and the feedbacks from the managers and the feedbacks from the peers and especially feedback from. The clients and feedback from.

Uh, there.

Uh, beers, who has closely monitoring them, who has closely working with them. So all this, uh, individual, uh, performances will be merged and, uh, segregated, uh, as a group. And then we will categorize and we will publish the reports yearly basis. This is how we are following the.

Methodology of performance management as a group and as an individual.

Uh, you know, contribute as.

Understood. Last question regarding this—how do you ensure fairness and objectivity in the performance evaluation process, especially when dealing with diverse teams across different regions or departments?

Yeah, we always follow the, you know, integrity and fairness. We don't have any gender discrimination. In fact, you know that Google is very, very, very keen and closely they will be moderate monitoring from different, you know. Observations there will be.

Doing so, it's not about the regions, it's not about the gender, it's not about the, uh, you know, uh.

What do you say their education background says well, so it's all about how they are delivering, how they are performing and what are their goals and what are their objectives and how good they are utilizing the opportunity within the organization and how good they are in their communications, how they are building their network within the team and externally, especially with their.

And with their peers and moreover, their deliverables, we don't look into, uh, regional accept, uh, like regional, uh backgrounds and gender, uh backgrounds and as well as any other backgrounds. We look into their performance and we'll look into their deliverables end of the day. We want results. Results makes difference. That's how, uh, we will make sure.

Uh, you know, the transparency, uh, within the team and externally and internally, we will make sure that this has to be followed very, very strictly.

Thank you for explaining that in detail. How have you approached the development and management of a compensation and benefits structure in your role, ensuring both competitiveness and equity within the organization?

Uh, so, uh, regarding the payroll structure and the compensations and the benefits, we do have a specific dedicated teams who are closely working, uh, with our stakeholders. There is a separate, uh, you know, vendor who is taking care of end to end activities, but there are a standard. Fixed stacks are there, uh, for categorized.

As per their bands, as per their career levels and as per their experience. This has been decided by the organization and the leadership. This will be taken care as the standard formats.

I understand there are standard formats, but in your capacity, how have you contributed or collaborated with these teams to ensure the compensation and benefits align with employee expectations and organizational goals?

Yeah, definitely. We do explain and we do make sure employee will get benefited other than their compensation. We do have a different kind of, you know, perks of which they can avail once they are into the system, once they are actually working as a employee within the system from the day one for example. Like most of the candidates, they will be traveling from north to South, which they are not.

Aware of how to utilize the caps, there is a specific POC who will be explaining them what are the benefits, especially into the transportation and like insurance and as well as tax benefits and as well as you know, there are other benefits who you know most of the employees, most of the candidates they might be not knowing once they are stepping into the.

Organization, for example, like, uh, we do take care of, uh, you know, uh, if they're adopting, uh, a newborn babies, if they're adopting any, uh, you know, new policy if they are coming and, uh, giving suggestions of policy changes and uh, like with valuable and. Worth of changing it. We are always open to the employees.

And it will be benefited both the parties and as well as mostly we will take care of health activities.

Like taking care of, you know, conducting the, you know, campaigns towards, uh, their, uh, mental, you know, uh, stability towards, uh, to focus on their career and how they need to focus on their, you know, current growth within the project. And once they're out of the project, how they need to communicate all these benefits we will make them.

Understand very clearly we do have different POCS, uh, like insurance, transportation, health POCS and we do have many other POC's who will take care of, you know, this extra benefits, what employees eligible to, you know, opt within the organization.

Thank you for sharing that. Could you provide an example where you’ve addressed challenges or gaps in your compensation and benefits practices to improve employee engagement or retention?

Yeah, uh, I do have a live example, uh, within my project, uh, where we hide, uh, for 2024 to 26 batch. So, uh, in this batch we had one Goldman college student where he came very, very poor background. While the interview, he was saying that he won't be able to, uh, travel and he won't be able to.

Give his interview face to face due to his, uh, you know, financial background and financial hurdles within his family so we we, uh, uh, stood uh, with him and we.

We, we ourself, we uh, booked the tickets to that particular candidate to travel to Bangalore from Bhopal.

So then based on his discussion, based on his, uh, you know, eagerness and keen, uh, towards his, uh, aspirations, uh, we understood that we need to support this candidate, uh, like from personally, I have recommended his name to my committee. So this candidate is having very good talent. We need to, you know.

Uh, support this kind of talent. Uh, we, we need to give a chance to such kind of candidates who can prove themselves. Yes. Uh, this is the best example I would say. And mainly, uh, the compensation for this candidate, uh, comparatively to a regular compensation, we have increased.

UH-15 to 20% uh, so that he can draw his, uh, cross sanity so that it will be benefited for his growth.

And his family's growth.

That’s an excellent example of stepping in to ensure fairness and inclusivity while addressing a real gap. It showcases an empathetic and proactive approach within the framework of HR practices. Moving on, can you discuss strategies you’ve used to handle and resolve conflicts effectively, ensuring employee relations and engagement are maintained?

Yeah. Uh, so, uh, as I was, uh, talking about, uh, fairness and integrity and data privacy, uh, within the organization, we do maintain very fair relationship with the candidates and stakeholders. So most of the, uh, stakeholders there will be most of the clients which we, we are going to uh, communicate with, we are closely work with. This clients, they are very, very highly confident.

Data. So we need to be very, very fair and very transparent and very open.

In the communication, whatever the information we are taking and giving, passing and this has to be very, you know, confidential.

And integrity of the organization we need to follow and especially the privacy that the data privacy we do follow.

Understood. Could you give a specific example of a conflict situation you handled between employees or between employees and management, and how you resolved it?

Yes, uh, I would say again, uh, there is a live example for 2000, uh, 1416 badge, uh, which I was taking care which I was handling. So we called, uh, some senior, uh, you know, employees to give the sessions to give the lecture, uh, on their current project, how they are handling to the new joiners to the new employees. So they they.

Had, you know, a little uncomfort communication within an you know, new employees and the experienced employees. I, I stepped into the conversation and I understood both the parties conversation and I, I strongly condemned and I strongly.

Condemned this senior employees the way how they delivered their speech and the pitch and their tone.

And, uh, there, uh, you know, and they felt that they are seniors within the organization. They can talk and they can say whatever they want, but it's not like that. It's not going to work out. So the new employee and the old employee, the senior to junior, we don't have such kind of banks and the differences. I personally recommend it to the committee to integrated committee. This has to be taken care.

And we have passed on, we have given the message as a warning letter to the senior employees. They shouldn't be, you know, repetitive again. And I hand in this situation very, very, very confidentially from both the parties. So likewise, I have handled this kind of situations from my side personally and professionally to make them understand end of the day.

All are fine. We are motorists to deliver best deliverables and we need to deliver the excellence and we need to, you know.

Walk along the way together. This is the, you know, feedback I have given to the both the parties.

Thank you for detailing that situation and your approach. Moving forward, let’s talk about your ability to use data effectively. Can you describe how you’ve leveraged data to inform decisions, spot trends, or measure impact in HR processes?

Yeah, again, so I do take care of almost UH-600 to UH-800 employees data within my, uh, time frame and within my, uh, you know, scope and within my border. So I need to take care of almost UH-600 plus uh employees. This data is very, very, very confidential.

And it includes the personal and professional data includes their compensations and other benefits and their performances and their upgraded skill upgrades and as well as their, you know, uh, further, what is the action to be taken care based on the evaluations, based on the performance, we need to take it.

So all this data has to be maintained from my side and yes, of course like we need to maintain the data and with 100% accuracy where we need to upload the data into the systems for their compensations and as well we need to download the data to share across the senior leadership across the India and across the APAC regions and as well as across the globe.

We will be publishing the reports based on that data which we are sharing from you know across the four locations, Bangalore, Mumbai, Hyderabad and Chennai. So we we need to be very specific in our numbers. So all this data management and that all this data analytics will be taken care from my side.