suruchi mittar
A R&D business and leadership advisor, focused on supporting high-performing leaders accelerate their value. I have worked in the areas of HR, L&OD and an Executive coach with over 19 years of diverse experience across sectors like FMCG, IT, Education, Fashion Retail, Fashion Export and in varied geographies India, China, Myanmar, Ethiopia, Vietnam for both Indian and Multinational companies. Have passion for identifying, attracting and developing world class talent. Have established a track record of developing & sustaining scalable leading edge HR systems/practices for large scale businesses across the global. I have demonstrated an ability to drive positive change & to build a high-performance culture. A certified CCE-ACTP ICF Coach having capabilities in counselling & coaching business leaders as I combine teaching and coaching.
An organisation development partner, who has shaped organisations with progressive talent practices and robust learning and development programs. Have contributed to strategic business decisions for the organizations by providing HR leadership. Worked with business leaders/ managers on implementation of people processes – Performance Management, Rewards & Recognition programmes, Talent management, etc. Implemented initiatives and best-demonstrated HR practices in conjunction with management and HR insight into operational issues and goals. Lead HR analytics to make educated decisions and suggestions to management.
As an academician with National Institute of Fashion Technology, I have worked towards weaving the human thread in the garment industry and my area of the thesis was to measure the Impact of HRM practices on Organisational Performance in Garment Manufacturing Firms in Delhi /NCR.
Have authored a book HRM practices and Organisational Performance in Garment Industry which talks about how one can make changes in the organisation with human resource.
An organisation development partner, who has shaped organisations with progressive talent practices and robust learning and development programs. Have contributed to strategic business decisions for the organizations by providing HR leadership. Worked with business leaders/ managers on implementation of people processes – Performance Management, Rewards & Recognition programmes, Talent management, etc. Implemented initiatives and best-demonstrated HR practices in conjunction with management and HR insight into operational issues and goals. Lead HR analytics to make educated decisions and suggestions to management.
As an academician with National Institute of Fashion Technology, I have worked towards weaving the human thread in the garment industry and my area of the thesis was to measure the Impact of HRM practices on Organisational Performance in Garment Manufacturing Firms in Delhi /NCR.
Have authored a book HRM practices and Organisational Performance in Garment Industry which talks about how one can make changes in the organisation with human resource.
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Papers by suruchi mittar
It has been observed that for the Multinational Companies to become increasingly globally competitive; there is a need to impart Multilingual Skill Training to their Employees which is imperative to enhance Communication, Productivity, Efficiencies that provide cost advantages and value returns to both.
The objective of this study was to understand the need of multilingual training and its Impact on employee performance in multinational work environment. A survey was conducted to collate the data which was then analyzed by providing an insight whether multilingual training is considered as important tool for employee’s performance in Multinational companies across industries.
Keywords: Multilingualism, employee performance, multilingual training
employs 45 million people and accounts for nearly 11% share of the country’s total exports basket. During
the year 2012-13, readymade garments accounted for almost 39% of the total exports. Apparel and cotton textiles
products together contribute nearly 72% of the total textiles exports (Planning Commission, 2012-17). As one of the
biggest employer of manpower in India, Indian Garment Manufacturing Firms (GMFs) cannot afford to neglect or ignore
the area of Human Resources (HR) because machinery and men are vital aspects of this industry, but machinery
without men is like a body without soul. This fact, all the more, makes Recruitment and Selection (R & S) as one of the
most essential component which effects the Organisational Performance (OP). The objective of the study was to find
the influence of Recruitment and Selection practices on organisational performance in GMF in Delhi/NCR.
changes at such a pace that organizations are bound to be
affected by this plethora of rapid technological innovations,
fluctuations in consumer demands, latest state of the art
machinery, and evolving Human Resource (HR). The responses
that this dynamic competitive environment elicits are equally
dynamic. Dependence of apparel export organisations depend on the merchandisers is fairly large and the jobs undertaken by
merchandisers are too many. To ensure that tasks are performed
in accordance with expectations, list of activities to be undertaken must be specified to each merchandiser. Indian apparel export organizations need to exploit all available resources to survive and retain their share in the global market. The apparel export
occupies a prominent place in Indian Economy and is a labour
intensive industry. The human resource environment is very
complicated with lack of experienced and trained people, lack of sources of employment and little focus on human resource
planning, performance measurement and working conditions. In addition to this, absence of appropriate measures to assess the performance and link those to overall competitiveness.
It has been observed that for the Multinational Companies to become increasingly globally competitive; there is a need to impart Multilingual Skill Training to their Employees which is imperative to enhance Communication, Productivity, Efficiencies that provide cost advantages and value returns to both.
The objective of this study was to understand the need of multilingual training and its Impact on employee performance in multinational work environment. A survey was conducted to collate the data which was then analyzed by providing an insight whether multilingual training is considered as important tool for employee’s performance in Multinational companies across industries.
Keywords: Multilingualism, employee performance, multilingual training
employs 45 million people and accounts for nearly 11% share of the country’s total exports basket. During
the year 2012-13, readymade garments accounted for almost 39% of the total exports. Apparel and cotton textiles
products together contribute nearly 72% of the total textiles exports (Planning Commission, 2012-17). As one of the
biggest employer of manpower in India, Indian Garment Manufacturing Firms (GMFs) cannot afford to neglect or ignore
the area of Human Resources (HR) because machinery and men are vital aspects of this industry, but machinery
without men is like a body without soul. This fact, all the more, makes Recruitment and Selection (R & S) as one of the
most essential component which effects the Organisational Performance (OP). The objective of the study was to find
the influence of Recruitment and Selection practices on organisational performance in GMF in Delhi/NCR.
changes at such a pace that organizations are bound to be
affected by this plethora of rapid technological innovations,
fluctuations in consumer demands, latest state of the art
machinery, and evolving Human Resource (HR). The responses
that this dynamic competitive environment elicits are equally
dynamic. Dependence of apparel export organisations depend on the merchandisers is fairly large and the jobs undertaken by
merchandisers are too many. To ensure that tasks are performed
in accordance with expectations, list of activities to be undertaken must be specified to each merchandiser. Indian apparel export organizations need to exploit all available resources to survive and retain their share in the global market. The apparel export
occupies a prominent place in Indian Economy and is a labour
intensive industry. The human resource environment is very
complicated with lack of experienced and trained people, lack of sources of employment and little focus on human resource
planning, performance measurement and working conditions. In addition to this, absence of appropriate measures to assess the performance and link those to overall competitiveness.