Lead the Talent and Learning agenda for the International Formulations Business (IFB) - a business spanning 80+ markets and representing approximately 65% of Glenmark's global revenue. The mandate is to build a robust leadership pipeline, strong succession bench strength across critical roles, and ensure that the organisation has the capabilities it needs to compete and grow in diverse markets.

This role partners closely with business leaders and HR teams across multiple regions, bringing rigour and discipline to talent processes, driving a high-performance culture, and ensuring learning interventions are aligned with evolving business priorities.

Leadership Pipeline & Succession

- Own the Leadership capability and succession tracker across all IFB markets - data, readiness assessments, and regular updates

- Maintain the talent pipeline database - high potentials, retention risk, development status, and movement history

- Ensure all identified talent have learning journeys aligned to succession readiness and role-specific capability gaps

- Prepare talent review packs and succession materials for leadership discussions

- Support the SVP HR in preparing for talent calibration meetings - briefs, data, and talking points

- Partner with regional and functional leaders to identify critical talent risks and build succession strength for key positions

High-Potential Development

- Drive the identification, assessment, and governance of IFB's high-potential talent pool in collaboration with the SVP HR, Talent COE, and Regional HR teams.

- Ensure robust Individual Development Plans (IDPs) are established for critical talent and regularly monitor execution, effectiveness, and outcomes.

- Facilitate internal mobility and career progression opportunities through the Internal Job - Posting (IJP) process, enabling strategic talent deployment across markets and functions.

- Enhance visibility of emerging leaders and high-potential talent among key business stakeholders and leadership teams.

- Track development commitments and interventions, ensuring accountability and timely execution of agreed talent actions.

- Design and manage structured career development pathways for critical roles across IFB, ensuring clear progression frameworks and readiness criteria.

Learning and Capability Development

- Lead the Learning Needs Identification (LNI) process for IFB in partnership with the Talent & Learning COE, ensuring alignment with business priorities and capability requirements.

- Build targeted leadership journeys aligned with business growth priorities and future capability requirements.

- Facilitate leadership interventions, workshops, and assessment/development centres as required.

- Coordinate the execution of strategic learning interventions, including nominations, scheduling, participation tracking, and completion governance.

- Ensure learning investments contribute meaningfully to succession readiness, leadership development, and critical capability building across the business.

- Oversee onboarding and assimilation programmes for new hires, ensuring a consistent and engaging employee experience.

Talent , Organization and Diversity Agenda

- Support the SVP HR in driving the broader Talent, Organisation Development, and Diversity agenda across India Formulations Business

- Develop and maintain talent dashboards and management reports covering succession strength, pipeline health, talent mobility, retention risks, and diversity metrics.

- Drive governance and follow-through of talent actions arising from leadership reviews, succession discussions, and talent councils.

- Conduct external research, benchmarking, and market intelligence to inform talent management, leadership development, and organisational effectiveness practices customised to IFB markets/business.

- Support the design and implementation of strategic talent initiatives that enhance organisational capability, leadership effectiveness, and workforce diversity.