Cluster P&O Partner - Bollaram API Sites

Business Priorities : These priorities align HR efforts with the broader organizational strategy, enabling sustainable business outcomes. 1.

Strategic Workforce Planning & Organizational Design Translate business strategy into actionable people moves.

Lead workforce planning and budgeting to optimize productivity.

Design and implement organizational structures that support strategic goals and close process gaps.

Drive people related Idea savings and Effort Hours reduction as per Lean Management Systems.

Proactively partner with business to maintain headcount and Staff/Contract Labour Costs within budget.

Achieve the targeted effort hours, head count and savings targets agreed at the beginning of the year. 2.

Talent Strategy & Succession Planning Develop and execute a forward-looking talent roadmap.

Conduct talent reviews, competency assessments, and succession planning.

Ensure timely, strategic hiring and build a diverse, future-ready talent pipeline. 3.

Change Leadership & Transformation Lead complex change initiatives (e.g., M&A, restructuring, new org integration).

Drive transformation programs that align with business evolution.

Support leaders and teams through change with structured interventions. 4.

Culture & Engagement Champion ASPIRE tenets and LEAN principles.

Role model and embed desired behaviours across the organization.

Design and implement engagement strategies to shape a high-performance culture.

Drive Autonomous Way of working culture on the shopfloor and connect with the performance management systems.

Drive the Speak-up culture and Quality transformation agenda across site. 5.

Stakeholder Engagement & External Relations Partner with business leaders to align HR with strategic needs.

Manage employee relations and proactively address grievances.

In close partnership with the legal team, represent the organization in external forums and ensure compliance with labour laws.

Functional Priorities : These are core HR responsibilities that enable business success through operational excellence and people-centric processes. 1.

Talent Development & Capability Building Have a clear Succession plan and pipeline into Site Leadership Team (SLT) and SLT-1 roles.

Identify capability gaps and partner with L&D and TTO teams to build critical skills.

Support individual development planning and career growth.

Promote a learning culture aligned with business priorities (e.g., Leadership, LTO, Product Robustness, Process Robustness, Asset Robustness and People Robustness capabilities).

Apply Buy, Build and Transfer strategy to drive Capability. 2.

Performance & Rewards Lead the performance management cycle with a focus on continuous feedback and accountability.

In close partnership with C&B CoE, implement compensation and benefits strategies that attract, retain, and motivate talent.

Ensure governance and fairness in performance and rewards processes.

Identify top performers and bottom performers early on and implement interventions accordingly. 3.

HR Process Excellence & Service Delivery Continuously improve HR processes across the employee lifecycle in close partnership with HR shared services.

Guide HR Partners on escalations, compliance, and policy interpretation.

Leverage internal and external expertise to co-create solutions aligned with business needs. 4.

Recruitment, Onboarding & Employee Experience Work in close partnership with Recruitment CoE to drive timely closure and on time joining for budgeted head count and ensure 100% staffing in Must Win Products and Products that Matter lines.

Deliver a seamless onboarding experience that accelerates integration and productivity.

Enhance employee experience through consistent, high-quality HR touchpoints. 5.

HR Analytics & Insights Generate actionable insights through HR analytics and reporting received through Shared Services or SpadeX teams.

Use data to inform retention strategies and address workforce challenges. 6.

Employee and Industrial Relations Develop and execute Industrial Relations strategy aligned to business objectives, ensuring strong ER/IR governance across operating sites.

Build proactive IR risk intelligence through deep understanding of labour laws, union dynamics, and workforce sentiment; guide site HR and leaders.

Drive positive employee relations, collective bargaining, and timely resolution of disputes to sustain industrial harmony.

Assess and manage IR impact of organizational changes and transformations, enabling smooth transitions and employee confidence.

Strengthen stakeholder relationships (government, community, contractors, local authorities) to protect compliance, continuity, and social license to operate.

MBA/Master degree/PG in Human Resources with atleast 10-12 years of experience (including managing a manufacturing site independently).