Human Resources Business Partner- Fulltime MBA is mandatory

Purpose of the job:

The role of Senior HR Business Partner (HRBP) is a strategic advisor and

leader responsible for aligning HR practices with business strategy, partnering

with senior management, and driving key HR initiatives that support

organizational goals and workforce development.

Accountabilities:

1. Strategic alignment:

 Ensuring that HR strategies are aligned with the company's business strategy and goals.

 Gain a clear, current understanding of the company's vision, strategicpriorities, value drivers (growth,efficiency, innovation, market expansion), and risks.

1. Employee engagement:

 Measuring and improving employee engagement through various initiatives, such as employee surveys and feedback mechanisms.

 Co-create engagement action plans: Partner with managers after surveys to prioritize issues (leadership, recognition, workload, growth) and translate them into concrete team level actions and timelines.

 Integrate engagement into core processes: Ensure that performance management, recognition programs, career development, and wellbeing initiatives are designed to drive engagement, not just compliance

 Enable genuine employee voice: Set up and support mechanismssuch as focus groups, town halls, ERGs, and digital channels so employees can share concerns and ideas, and ensure responses are visible.​

 Balance advocacy and business needs: Act as a fair broker in issues around workload, flexibility, and wellbeing, escalating systemic problems and influencing policy or practice changes where needed.

1. Talent management:

 Developing and implementing strategies for attracting, retaining, and developing top talent within the organization.

 Identify talent gaps using org reviews, business plans, and data (e.g., age profile, internal mobility, time to fill) and translate these into clear talent priorities and roadmaps

 Lead annual and midyear talent reviews, ensuring robust, evidence based assessment of performance and potential (e.g., 9box,calibrated ratings).

 Define critical roles and build succession slates with concrete readiness timelines, risk ratings, and targeted development plans for successors.​

 Build consistency in how leaders talk about potential, readiness, and risk of loss, and document clear development and retention actions for critical and highrisk talent.

 Monitor and regularly review succession health with leaders, triggering moves, stretch assignments, or external searches where pipelines are weak.

1. Performance management:

 Developing and implementing performance management programs that align with the organization's goals and objectives.

 Integrate performance management with talent decisions by driving rigorous KPI driven, feedback, and calibration for critical roles and highpotential employees.

1. Leadership and capability development

 Partner with L&D/COEs to design leadership programs and targetedinterventions for pivotal populations, hipots and specific functions

 Use talent data and leader feedback to prioritize development themes (e.g., people leadership, ownership mindset, digital/AI skills) and measure impact on performance and bench strength.

1. Change management:

 Leading and managing change initiatives across the organization, including reorganizations, mergers and acquisitions, and other significant changes.

 Diversity and inclusion: Developing and implementing strategies to promote diversity, equity, and inclusion within the organization.

 HR metrics: Developing and analyzing HR metrics to identify trends and opportunities for improvement in HR processes and practices.

 Compliance: Ensuring that HR practices and policies comply with legal and regulatory requirements in all jurisdictions where the company operates.

 Stakeholder management: Building strong relationships with internaland external stakeholders, including executives, managers, employees, and external partners.

1. Recruitment & Talent Acquisition

 Lead full-cycle recruitment: job posting, sourcing, screening, interviewing, and offer negotiation

 Collaborate with department heads to forecast hiring needs and workforce planning.

 Develop and implement effective recruitment strategies to attract diverse and qualified talent.

 Maintain strong relationships with recruitment agencies, job boards, and other sourcing partners.

 Optimize recruitment processes to reduce time-to-hire and cost-per- hire.

 Work closely with Campuses –Campus Reach out programs and engage on onboarding Management trainees and Interns

Contacts:

Internal Functional Heads, Teams, Employees, contractors, workforce of 2000+ employees

External L&D Partners, Engagement Survey, HRMS tool providers, New Age technology providers, Business/ Technical Institutes

Essentially required Desirable

Educational Qualification  Master's degree from Premium

Business Schools  Certification in People Analytics

 Certification in Business Administration

Experience  8–12+ years of progressive

HR experience  Progressive years as an HR

Business Partner or HR generalist

supporting senior leaders.

Skill Summary:

Functional Skills

 Talent acquisition

 HR tools, technology

 Workflows and processes

 Data Analysis & Reporting

General Skills

 People Management

 Stakeholder Management

 Strong Communication skills

 Influencing skills

 General Administrative skills

 High quality of MS Excel skills

 Strong articulation, PowerPoint Skills