Head HR - People Excellence at Vashi… · Navi…

ROLE PURPOSE

Own the design of VISL’s people processes, policies and systems, and the change work needed for them to be adopted. The COE makes sure regions execute simple, well-designed and well-controlled processes, and that concept development, design and stakeholder alignment no longer depend on the CPO alone.

KEY RESULT AREAS AND RESPONSIBILITIES

Process, policy and documentation

• Own the design, documentation and continuous improvement of TAM’s people processes across the current intended scope.
• Set standards, controls and service levels that Field HR and Administration execute against.

Compensation and benefits

• Build VISL’s C&B capability as a priority: salary structures, increments, variable pay, benchmarking and budgeting.
• Ensure annual compensation cycles are accurate, on time and fairly governed.

Performance and talent management

• Run goal setting, performance management, talent reviews and succession processes end-to-end.
• Provide talent data and insight that leadership uses for decisions.

Learning, engagement and employee experience

• Guide the L&D and engagement stream on capability priorities, programmes and engagement action planning.
• Design lifecycle experiences that are consistent across regions.

HR operations, technology, payroll and compliance

• Govern payroll, statutory compliance, HR technology, MIS, master data and audit, including outsourced partners.
• Drive automation of routine work (onboarding, master-data workflow, MIS, compliance tracking) with clear ownership.

Integration and change

• Lead HR integration for Purva, Midex and future acquisitions and coordinate new HR initiatives.
• Plan communication and adoption so new processes actually stick.

KEY PERFORMANCE INDICATORS

• Annual cycles (goal setting, PMS, increments, variable pay) delivered on schedule
• Payroll accuracy and on-time disbursement
• Statutory compliance and audit observations closed
• Process documentation coverage and adoption across regions
• MIS / master-data accuracy and timeliness
• HR technology adoption and automation milestones
• Learning coverage and effectiveness; engagement action-plan closure
• Vendor service-level performance

Targets for each measure are set in the annual goal-setting cycle.

KEY INTERFACES

Internal	External

• Chief People Officer
• Head – Field HR and Regional HRs
• Corporate HR / Talent Acquisition
• Head – Administration
• Finance, IT and business leadership
• Payroll, compliance and HR technology partners
• Compensation benchmarking and L&D partners
• Auditors

DECISION RIGHTS

• Owns process and policy design proposals for approval
• Sets standards and controls for COE streams and outsourced partners
• Recommends compensation and talent decisions to the CPO
• Exact financial authority to be confirmed against VISL’s Delegation of Authority

QUALIFICATIONS AND EXPERIENCE

Education	MBA / PGDM in HR or equivalent; C&B certification an advantage
Experience	15+ years in HR, including 5+ years leading COE, C&B or HR operations teams in a multi-location organization

Knowledge and skills

• Compensation design, budgeting and analytics
• Performance and talent management design
• Payroll and statutory compliance governance; managing outsourced partners
• HRMS implementation and automation (Keka or similar); ERP interface (SAP)
• Process design and change management

VASHI COMPETENCY PROFILE – LEVEL 5

All 14 competencies that apply at Level 5 in the Vashi competency framework are listed. Must-have competencies are critical for success in this role and are assessed first at selection; good-to-have competencies are developed in the role.

Competency	Priority	QUICO value	What it looks like in this role

Cultivates Innovation	Thought	Must-have	Innovation, Frugality & Sustainability	Designs new and better HR processes, pilots them and scales what works.
Balancing Stakeholders	Thought	Must-have	Unified in Integrity	Designs processes that work for employees, managers, regions, Finance and the leadership at once.
Digital Quotient	Thought	Must-have	Innovation, Frugality & Sustainability	Sets the HR technology and automation roadmap; uses data for decisions on pay, talent and process.
Optimises Work Processes	Results	Must-have	Innovation, Frugality & Sustainability	Simplifies and integrates people processes so regions deliver without intensive oversight.
Ensures Accountability	Results	Must-have	Ownership & Entrepreneurial Spirit	Holds stream leads and partners to clear metrics, milestones and controls.
Instills trust	Self	Must-have	Unified in Integrity	Protects confidential pay and employee data; is consistent and transparent in decisions.
Customer Focus	Thought	Good-to-have	Customer Centricity & Service Excellence	Designs processes around what employees and managers actually need; uses their feedback to improve.
Resourcefulness	Results	Good-to-have	Innovation, Frugality & Sustainability	Balances many streams and partners; builds capability without adding cost unnecessarily.
Closing Capability	Results	Good-to-have	Quality & On-Time Excellence	Delivers annual cycles and projects to deadline, every time.
Collaborates	People	Good-to-have	Unified in Integrity	Co-designs with Field HR, Administration, Finance and IT rather than designing in isolation.
Attracts Top Talent	People	Good-to-have	—	Builds a strong specialist team in C&B, analytics, L&D and HR operations.
Drives engagement	People	Good-to-have	Unified in Integrity	Keeps the COE team motivated and recognises good work.
Situational adaptability	Self	Good-to-have	Ownership & Entrepreneurial Spirit	Re-prioritises the design agenda as business and integration needs change.
Self-development	Self	Good-to-have	—	Keeps own expertise current in C&B, HR technology and talent practice.

EXPECTED BEHAVIOURS – LEVEL 5

Behaviors as defined in the Vashi competency framework (BARS) for this level. The full rating anchors are used in the competency-based interview guide and performance reviews.

Competency	Behaviors expected

Cultivates Innovation	Creating new and better ways for the organization to be successful.

• Nurtures and develops promising ideas through prototyping and experimentation.
• Challenges others to develop breakthrough solutions.
• Ensures that varied perspectives are included in the process of innovation.
• Encourages others to address challenges in new and better ways.

Balancing Stakeholders	Anticipating and balancing the needs of multiple stakeholders.

• Draws on multiple stakeholder perspectives and approaches to find optimal solutions.
• Encourages others to seek perspectives from stakeholders.
• Ensures that others demonstrate strong ethics and cross-cultural sensitivity when making decisions.
• Helps others identify and anticipate stakeholder requirements, expectations, and needs.

Digital Quotient	Ability to understand, adopt, and leverage digital technologies to improve operational efficiency, decision-making, and customer experience.

• Strategic digital vision
• Integrating digital into business strategy
• Leading large-scale digital transformation.
• Data Driven Decision Making

Optimises Work Processes	Knowing the most effective and efficient processes to get things done, with a focus on continuous improvement.

• Analyzes problems and process breakdowns to ensure that improvements are made.
• Focuses others on driving continuous improvement and quality outcomes.
• Employs systems, processes, and workflows that help others deliver results without intensive managerial involvement.
• Optimizes and integrates large-scale systems to improve quality and service.

Ensures Accountability	Holding self and others accountable to meet commitments.

• Accepts responsibility for successes and failures of own work and the team’s work.
• Holds self and team accountable for outcomes (e.g., achieving goals and complying with policies and procedures).
• Monitors metrics and milestones to chart progress against expectations and accountabilities.
• Designs feedback processes into the work.

Instills trust	Gaining the confidence and trust of others through honesty, integrity, and authenticity.

• Demonstrates consistency between words and actions, gaining others' trust.
• Models reliability and ensures that the team meets its commitments.
• Maintains honesty and authenticity and encourages others to do the same.
• Is trusted to represent or protect the interests of others fairly.

Customer Focus	Building strong customer relationships and delivering customer-centric solutions.

• Addresses gaps in the workgroup’s ability to meet emerging customer needs.
• Gathers customer satisfaction input on behalf of the team.
• Holds others accountable for meeting customer needs.
• Aligns business processes to work with those of customers.

Resourcefulness	Securing and deploying resources effectively and efficiently.

• Balances multiple projects or work streams to ensure progress is made.
• Pushes others to find ways to conserve resources.
• Marshals the resources (e.g., funding, equipment, processes, staffing) needed to accomplish team objectives.
• Gets the most out of the available team resources.

Closing Capability	Consistently achieving results, even under tough circumstances.

• Pushes others to achieve results.
• Leads others to persist despite setbacks or obstacles.
• Fosters a sense of urgency in the team for reaching goals and meeting deadlines.
• Drives a track record of success for the team.

Collaborates	Building partnerships and working collaboratively with others to meet shared objectives.

• Credits others for their contributions and accomplishments.
• Encourages people to express their views openly.
• Facilitates effective collaboration among coworkers and external partners.
• Involves others in making decisions on behalf of the group.

Attracts Top Talent	Attracting and selecting the best talent to meet current and future business needs.

• Portrays the organization in ways that entice others to join.
• Hires people who demonstrate long-term organizational fit and sustained contribution.
• Gains an understanding of candidates’ strengths and weaknesses.
• Pursues and attracts talented candidates for key roles.

Drives engagement	Creating a climate where people are motivated to do their best to help the organization achieve its objectives.

• Empowers others with meaningful decision making and ownership.
• Ensures that all team members are motivated to work toward common goals.
• Celebrates the team’s successes along the way.
• Provides praise, recognition, and rewards for strong performance.

Situational adaptability	Adapting approach and demeanor in real time to match the shifting demands of different situations.

• Adapts or shifts priorities in response to the needs of clients, constituents, or the organization.
• Helps the workgroup adapt approach to new situations.
• Knows when to shift approach and when to stay the course in the face of changing demands.
• Sets an example of adaptability.

Self-development	Actively seeking new ways to grow and be challenged using both formal and informal development channels.

• Aligns own development plans with the goals and values of the organization.
• Continuously improves own leadership capabilities.
• Models personal development by continuously expanding own knowledge and skills.
• Pursues challenging assignments and career opportunities that stretch and build own capabilities.

QUICO VALUES IN ACTION

Value	What it means in this role

Quality & On-Time Excellence	Delivers accurate payroll, compliance and cycles on time, every time.
Unified in Integrity	Keeps pay, performance and personal data confidential and decisions fair.
Innovation, Frugality & Sustainability	Uses automation and partners frugally to scale HR without proportional cost.
Customer Centricity & Service Excellence	Designs processes around the needs of employees and managers.
Ownership & Entrepreneurial Spirit	Owns the people-process agenda end-to-end and drives it to adoption.