This document provides a summary of Kulamani Panda's career experience and qualifications. He has over 29 years of experience in strategic human resource management. Currently he works as DGM of HR at Adventz Group in Gurgaon. Previously he held HR leadership roles at Paradeep Phosphates Ltd and Hindustan Coca-Cola Beverages, where he was responsible for both sales and plant HR. He has expertise in areas such as talent acquisition, performance management, compensation, and organization development.

1. Kulamani Panda, DGM –HR, MBA from NIHRD, Chennai.
Adventz Group (Mr.K.K. BIRLA Group), Global Business Park, Gurgaon.
Email : kulamanipanda@paraphos.com, pandakulamani50@yahoo.com, Phone No.:- 09937253434
CAREER SYNOPSIS
 A result oriented HR professional, with proven success of 29+ years in Strategic Human Resource
Management
 Expertise in handling HR System formulation, Talent Acquisition & management, PMS &
Competency Building , Employee Relations, Organization development for both Sales & Plant
 Champion of Change Management, Charismatic leadership & ability to build up team.
 Key strengths include a track record of change management, leading to positive organizational
outcomes, building organization capability, innovating HR processes related to Compensation
Management, Learning & Development, Performance Management and Succession Planning.
 Establishing strategic manufacturing plants as a green field project
 Expertise in setting up Human Resources operations entailing formulating & effectuation of
systems/procedures, maintaining healthy employee relations, thereby creating an amicable &
transparent environment
Job Details
1. Joined in Paradeep Phosphates Ltd. Ltd – Since January, 2010 at Paradeep as DGM- HR and
subsequently transferred to Adventz Group, Gurgaon.
Presently working as DGM,-HR in Adventz Group, Gurgaon, which is the India’s second largest fertilizer
group.
2. Hindustan Coca- Cola beverages Pvt. Ltd for 10 years
Working as Manager, HR – Odisha, for 10 years. Responsible for both Sales HR as well as Plant HR. This cluster
includes India’s largest sales force & Asia’s largest manufacturing facility. Joined Company as Manager – HR in the
plant & subsequently got additional responsibility in to look after sales HR.
3. Konark Television Ltd for 11 years as an Admin Manager
Joined as Dy Manager Admin & personnel & subsequently promoted as Admn. Manager- Was responsible for
implementation of HR Policies, Balanced Score Card, and Developing KPI for Managers, Assessment Centers &
Capability Building
BRIEF SUMMARY OF JOB DESCRIPTION
HR Business Leadership Role:
• Effective formulation and Implementation of HR Policies and Strategies for entire organization,
Senior Management Team member for Business Transformation Initiation of the organization,
Business HR partnership initiative, Design, Develop and implement all recent HR and Change
Management initiatives including Corporate Planning & Strategy. Formulation of Vision, Mission
and setting of Targets& Goals and cascading the same across all levels to create effective
performance oriented organization. Core leadership Team member of all Business, project and
Strategic Initiatives of the organization.

2. • Effective implementation of Performance Management Systems ,formulating measurable &
stretched KRAs for all Management Staff by cascading down the vision & Mission and aligning all
HR and People Management Processes and strategies. Using 360 Degree Feedback mechanism,
Team Goals oriented approach, Balanced Score Card Methodology to strengthen the Performance
Management process.
• Responsible for HR Annual Operating plan, Organization Personal employee Cost
management, Talent Acquisition and Implementation of new online HR modules HRMS, Plan for E-
recruitment, Recruitment for key positions. Campus Interviews & Keeping Talent Pool intact.
Competence based Interviews along with Psychometric Tests (Thomas assessments ) . Creating
Strong Channel partners. Formulation & Implementation of Talents Acquisition Policies and
Internal Recruitment Schemes. Oversee Effective on boarding process, Orientation and Feedback.
Retention Strategy, Market Corrections, Exit Interviews, Job Rotation for key positions .
• Strategizing Banding , Compensation & Benefit Management, Surveys, Rewards and
Recognition Systems, Implementation of Retention Bonus Schemes for key positions, Effective
linking of PMS with Reward System, Establishing effective Variable Pay , Increments (merits)&
Promotions, Design and implement effective Employee Benefit Schemes. Manpower
Rationalization, right sizing and Effective Cost Management.
• Implementation of global Mercer Job Analysis System and creating Employee Job
Descriptions. Training and Institutionalizing Bell Curve system across the Organization. Core
organization Team Member of Job Evaluators. Implementation of Work Force Administration &
HRMS on line.
• Core Team member of Project Strategy, Restructuring and effective utilization of Manpower.
Projects like Capability building initiatives through various Regional and Cross cultural building
workshops. Supporting cross functional teams and aligning Brand Building Initiatives.
• Design and implement Organization Leadership Model , DDI Competency Mapping,
assessment center and Talent Management Initiatives. Preparation of Career Plans through MRR
exercise, Talent Identification & Segmentation, Develop and conduct Assessment Centers by
DDI. Facilitating Individual Development Plans and Reviews. MRR process implementation,
Succession Planning and Leadership Development for OLT and first time Managers.
• Conducting and implementation of Global annual Organization Health Surveys “Employee
Opinion Survey” across organization through the help of Thomas Penny way. Implementation of

3. action plan and various OD Initiatives. Also do annual HR 360 Degree Pulse reviews for HR
stakeholders.
• Integrate people and their activities through various monthly "Employee Engagement"
activities. Designed an extensive survey to determine factors impacting engagement levels.
Designed event and training calendar round the corner for the employees and its leaders.
Implemented Reward and Recognition program in line with business and function requirements
• Organization Capability Building, Preparation of Training Modules and Calendar based on
Training needs, Budgeting, Development of Internal and External Faculties, Conducting In-
House and External Training Programmes; Establishing Knowledge Acquisition System,
Facilitating Learning Processes, Feedback, Conducting Regional Workshops as Trainer.
Leadership Training &tracking through MIS, HR Score Card & HR Audits.
• Prepared and implemented Plant HR &Industrial Relations Strategy to maintain amicable
Employee Relations for the new Plant to keep it union free. Driving Performance and efficiency
driven strategies for Operational excellence.
• Stakeholder Management: fosters and maintains a network of work relationships at
Leadership levels in the organization; is able to leverage these relationships to influence
critical management decisions; commands leadership ‘presence’ and respect amongst
his/ her peer group
Responsibilities:
• Instrumental in diagnosing organizational issues, developing shared vision with
significant stakeholders and implementing multiple measures to enhance organization
effectiveness resulting in greater employee satisfaction, motivation and productivity.
• Pivotal in introducing Rewards & Recognition mechanisms, specific to the business
requirements, ensuring quick reinforcement of desired behavior / performance.
Significant contribution in creating a design of organization, keeping in view the long
term capability requirements.
• Driving the Business Excellence in CFI business.
• Driving the business through influencing business leadership through Strategic HR role
and CFG Group.
• Driving Change Management through Change Leadership across Cargill Foods
business in India
Accountable for:
Building Organization & Self capability:

4. • Creating “management efficiency” through right structure and business synergies.
• Devising and implementing the Balance Scorecard approach for the organization to
ensure a complete synergy amongst all functions.
• Creating and strengthening a participatory culture with clear delegation and responsibility
matrices.
• Identifying, segmenting and preparing talent to facilitate succession planning.
• Preparation of “Key Result Areas” and benchmarks for all the processes on yearly bases
along with Operation Heads and implementation of the same through the appraisals.
• Leading the Cargill Initiative of developing the Leadership Competencies in the second
leaders across the organization.
• Participated in the formulation and implementation of the HR strategy and mission.
• Leading the competency development assessment activity of the organization through
the ‘Cargill Leadership Model’
• Ensuring a performance oriented culture through regular feedback from Employees via
skip levels and town halls.
• Attrition Analyses on Quarterly bases for understanding the root cause of the
organization performance.
• Employee Satisfaction Surveys to diagnose the pulse and health of the organization and
framing strategies to optimize retention.
• Skip level meetings with the staff
• Energizing and Involving employees through team events like sports/ indoor
competitions
• Coaching ,motivating and developing team members to build a high performing HR
team.
Talent Acquisition:
• Enhancing the quality of manpower by quality tools and role profiling with Functional
Heads.
• Selection of talent for Middle & Senior Positions.
• Ensuring robust processes in place for the acquisition of the best talent; recruitment tests
and quality checks.
• Sourcing talent from B Schools/institutes for MT/GET’s and Summer Trainees.
Compensation and Benefits:
• Formulation and Implementation of a “pay for performance” compensation structure.
• Benchmarking / Internal correction of the salaries –Mid Year.
• Benchmarking the salaries with the alike industries on annual bases
• Benchmarking the Cargill Salary and the banding data with global policies
• Facilitating Salary Surveys & benchmarking
• Devising the annual appraisal payout process

5. Quality Processes:
• Leading the initiative of benchmarking of all the processes in the organization to weed
out non-effective activities and control the Price of Non Conformance (PONC) through
consultant.
• Conducting quality tools training to improve the awareness of 5’s tools
• Driving and monitoring the employee engagement activities like Suggestion scheme
Competency Mapping Exercise
• Developing Competency Directory is developed with Theme and Behavioural Indicators
for all types of Job Bands at different Proficiency levels.
• Competency Weightage: Competency Weightage: It is also called as Desired Level of
Competency (DLC). What Proficiency level of Competency an Employee requires at a
particular Band is called Competency Weightage/Desired Level of Competency.
• Actual level of Competency: The Level of Competency, which the Employee actually
acquired at a particular time, is called Actually Level of Competency (ALC).
• Competency Gap Matrix: Competency Gap is the difference between DLC and ALC.
• Training Need Analysis: To fill a Competency Gap of an Employees needs to attend a
training programme, which is called Training Need Analysis.
Training and Development:
• Training Calendar: Summarization of all Training on the basis of training need analysis
during a year is called Training Calendar for a particular year.
• Training Evaluation: Pre and post training, after 3 months & after 6 months
• Job Rotations: Movement of employees from low end to high-end processes
• Train the trainer cadre for building training team within the organization
• Motivational and culture building programs once in Quarter
Facilitate Soft Skill training to the employees
Strategic Business Leadership:
• Developing a long term ER strategy to maintain harmonious relations with employees
and unions.
• Architecting along with the Plant managers an adaptive work culture that that promotes
organizational growth.
• Developing and maintaining harmonious and progressive employee relations in the
plants through 2 way communication and employee involvement.
• Ensuring effective and fair settlement of ER related issues
• Effective manpower planning
• Smooth on boarding of new joinees to the Organization work culture, processes and
policies.
• Developing & directing employee welfare activities to build team spirit and sense of
ownership.

6. • Building and maintaining harmonious relation with the community under CSR activities
banner.
ACADEMIA
 MBA in HR from ASMIT (a branch of NIHRD Madras), Bhubaneswar
 ICWAI (Inter)From Cuttack Bhubaneswar Chapter of ICWAI, kolkata
 Bachelor Degree (Hons) from Utkal University
Managing IR
• Resolve day-to-day shop floor IR issues and disciplinary matters.
• Liaise with authorities of Labour department, ESI authority and
Factories Directorate.
• Overall supervision of Contract Labour Cell, Time Office, Welfare, etc.
• Day to day interaction with Unions
• Compliance of statutory provisions
• Conduct disciplinary enquiry
• Timely preparation of P& IR budget and review, control as per plan.
• Provide required support to departmental heads and Employees for
resolution of grievances and other Employee related issues
• Ensure and supervision of time office and benefits (Loans, GHI, GPA)
Administration
• Negotiation with Trade Unions for wage settlement
• Monitor and coordinating CSR activities as per plan
• Plan village developmental activities in consultation with CSR Team
• Play a leading role to drive safety and house keeping activities inside
Plant
• Proper liaison with concerned statutory authorities.
Employee Relations
• Provide a strategic direction and proactive processes to industrial
relations at the factories

7. • Guiding business heads and Functional Managers in matters of
industrial relations and manage industrial relations at all locations
• Collective Bargaining with union for long & short term settlements
Compensation & Benefit Planning
• To analyse the emerging trends through Hewitt Survey
• Aligning the local compensation & benefit planning in accordance to
market imperatives & corporate guidelines
• Oversee payroll function and ensure that facilities, prerequisites
forming part of agreed remuneration are administered
Personal & Administration
• Hospitality Management
• Provision for office assets (Furniture & Fixtures) and its maintenance.
• Transportation and fleet management.
• Telecommunication and courier services.
• Plant housekeeping and sanitation.
• Employee uniforms
• To ensure good housekeeping practices are followed at all concerned
departments.
• Coordination with Transport, Housekeeping etc.
• Guest house management
• Printing & Stationary

8. HR Financials
• Formulating HR Business plans/Budgets
• Firming up cost lines
• Monitoring the cost lines & providing feedback to units for corrective
actions
Work Place Right Policy /Statutory compliances/Sox compliances
• Ensure adherence to all legislation and corporate governance in human
resource domain
• the compliance of Work Place right Policy under UN Global compact
• Monitoring & helping Audits, Identifying gaps & ensuring the
compliances
External Management
• Liaise with Government officials from Chief Minister office to all
levels.
• Handling of Labour & Factory dept.(most critical dept. for an
Industry)
• Well connected with PF, ESI & other statutory authorities.
• Good relationship with media, TV & premier corporate bodies.
TRIANINGS/ COURSES ATTENDED
 Certified Assessor training by TV Rao learning centre
 Lead Auditor course ISO 9000 for IRQA., Thomas Profiling
 Lead Auditor course on 5S by QCFI
 Compensation & Benefit by Hewitt
 Business Communication Skill from IMPRINT Bhubaneswar

9.  Communication & Self Development in XIMB Bhubaneswar by Prof Ms Reba Kumar.
 Creativity & problem solving from XIMB by Prof Nina Jacob
 Stress Management inside the plant by Dr D.V Darshane
 Completed basic & advance lab of ISAB in XIMB
 Other soft skill training by leading management Institutes.
MAJOR CAREER ACHIEVEMENTS
 Gold pin award for outstanding activities during 2002 (The highest honour of a year for performance)
 Four times associates of the month in Sep’02, Nov’03, Aug ’06, & Feb’08.
 Conducted 20 ADC
 Delivered management talks in almost all business management colleges in Bhubaneswar
PERSONAL DETAILS
Date of birth : 9th
Aug 1962
Address : Plot: 3602, Ganga Jamuna Lane, Old town, Bhubaneswar – 751002.
References:
1) Dr. Suvendu Das
President - HR, SIL,
suvendudas@paraphos.com
Ph.No.-09937509666
2) Chandrajit Pati,
Head- HR, RIL,
Ph.No.-9004030823
3) Rahul Prasad, GM- HR
Nestle India Ltd.
Ph.No.- 0991001846
4) Siddharth Srivastava, HR Head
GE Gas &Oil Ltd., USA
Ph.No.- 001 814 321 4554

10.  Communication & Self Development in XIMB Bhubaneswar by Prof Ms Reba Kumar.
 Creativity & problem solving from XIMB by Prof Nina Jacob
 Stress Management inside the plant by Dr D.V Darshane
 Completed basic & advance lab of ISAB in XIMB
 Other soft skill training by leading management Institutes.
MAJOR CAREER ACHIEVEMENTS
 Gold pin award for outstanding activities during 2002 (The highest honour of a year for performance)
 Four times associates of the month in Sep’02, Nov’03, Aug ’06, & Feb’08.
 Conducted 20 ADC
 Delivered management talks in almost all business management colleges in Bhubaneswar
PERSONAL DETAILS
Date of birth : 9th
Aug 1962
Address : Plot: 3602, Ganga Jamuna Lane, Old town, Bhubaneswar – 751002.
References:
1) Dr. Suvendu Das
President - HR, SIL,
suvendudas@paraphos.com
Ph.No.-09937509666
2) Chandrajit Pati,
Head- HR, RIL,
Ph.No.-9004030823
3) Rahul Prasad, GM- HR
Nestle India Ltd.
Ph.No.- 0991001846
4) Siddharth Srivastava, HR Head
GE Gas &Oil Ltd., USA
Ph.No.- 001 814 321 4554