Anupam Diwan is Sr. Manager, HR Projects, Planning and Execution with Express Scripts Inc. In her role, she works with HR Strategy and Operations leaders to develop and drive project and process improvement alignment which enhances value for employees; and strengthens and scales HR Service delivery to meet the future demands of the business.
She specializes in Human Resources Transformation, with an emphasis on the design and implementation of leading edge HR service delivery models, optimization of effectiveness and impact of the changes. Her experience in HR includes Operations, Shared Services, Program design and analysis, Business Process Outsourcing, Analytics, and Change Management. Prior to joining Express Scripts, she served on a variety of HR leadership roles in varied industries globally working on projects in North & South America, and India; leading organizations through major change initiatives in her various HR roles.
She holds Masters in Business Administration from Lindner College of Business, University of Cincinnati. Also, she is a Six Sigma Green Belt and a Senior Human Resources Professional.
An avid traveler, Anu enjoys playing Tennis and Piano. She resides in Saint Louis with her husband and two boys.
Anupam Diwan in 3 Questions
What’s a metric/result you are most proud of?
My leading metric has always been Return on Investment (ROI). For any investment, companies expect a return on the capital outlay. ROI is the gauge for evaluating the consequences of implementing a decision. If I apply this in real HR world, a key metric would be Human Capital productivity which is the quality of work generated to the expense on the employees OR the Engagement Indicator which tells us how well our stakeholders are satisfied as compared to the investments made towards driving improvement initiatives.
What’s an example of your team using innovation to provide more value to the business?
A key innovation was the employment of a FMEA (failure modes and affect analysis) exercise in HR Operations. Famed for its application in the manufacturing set-up, we used this approach to identify and prioritize potential risks in human resources operations to understand the consequences, causes and controls before executing the project.
What’s your favorite movie?
Whale Rider is one of the best movies I have ever seen. It is very touching story about a young girl’s struggle to be part of her family and patriarchal community. The movie portrays a captivating tale of survival, stubbornness and equality and the outcome is profoundly enchanting. The movie mirrors some of the challenges that we face in our professional lives.
Overview of Anupam's Column:
The power of analytics drives informed decisions, and that’s especially true in human resources. Data bring credibility to strategic decisions, link HR initiatives to organizational performance, and help forecast business needs to maintain a competitive advantage.
Traditionally, HR has been considered as a cost center. I believe in measuring human resources and in developing and executing HR programs that can deliver a positive return on investment. Such measures require a cross-functional approach so that they contribute meaningfully to business objectives. HR metrics involves collecting data from project initiation through to completion as the first step in acquiring business intelligence. The process of collating and analyzing this data lays the foundation for HR Analytics.
In the upcoming series, I will focus on different analytical paradigms that come together in a toolset enabling organizational efficiency. These concepts weave through the structural framework to be discussed under the following six categories, and can be applied to bring any project to fruition-
· Significance of HR Analytics
· Development of Business Case
· Building HR Shared Services Scorecard
· Configuring Dashboard Analytics
· Implementation of Six Sigma methodologies in HR
· A Case Study based illustration
HR Analytics can serve as the cornerstone of measuring and sustaining organizational success, both to address immediate needs and longer-term strategies. To paraphrase Sir William Osler, driving HR without metrics is like sailing on uncharted seas, whereas gathering business intelligence to make decisions without analytics is like not going to the sea at all.