Head/Director - Human Resource - Hospital - IIM/ISB/MDI/FMS

Description:

The Director - Human Resources will serve as the principal architect of SGRH's people strategy, leading the full-spectrum transformation of HR systems, culture, and practices. This leader will bring order, structure and rigor to a workforce environment that has evolved organically over decades and do so in a manner that is fair, inclusive, and deeply respectful of the hospital's values and human capital.

The role is fundamentally about building institutional capability: defining what good looks like for every role in the hospital, ensuring that people are fairly compensated, clearly evaluated, and genuinely supported in their growth. Equally, it requires the political astuteness to manage entrenched interests, work constructively with unions, and earn the trust of both leadership and the workforce.

4. KEY RESPONSIBILITIES & DELIVERABLES

4.1 HR Strategy & Institutional Transformation

- Develop and execute a 35-year HR transformation roadmap aligned with the hospital's vision.

- Defining and documenting job descriptions for all employees medical & non-medical staff.

- Establish standardized HR policies and an Employee Handbook applicable across all departments.

- Partner with the Trust and Medical Superintendent to embed HR as a strategic function.

4.2 Compensation & Benefits Restructuring

- Conduct a full compensation benchmarking exercise against comparable healthcare institutions.

- Design transparent, equitable, and internally consistent compensation bands for every job grade.

- Develop a benefits framework aligned to market norms and employee expectations.

- Build a performance-linked reward and recognition framework that motivates high performers.

4.3 Performance Management System

- Design and implement a robust, fair, and transparent Performance Management System (PMS).

- Define role-specific Key Performance Indicators (KPIs) for every department.

- Introduce a structured annual appraisal cycle with mid-year reviews & calibration sessions.

- Train managers in objective setting, feedback delivery, and appraisal conversations.

4.4 Industrial Relations & Union Management

- Build constructive, professional relationships with all recognized unions and worker bodies.

- Lead collective bargaining negotiations with empathy, firmness, and a long-term perspective.

- Develop a proactive grievance management system that resolves issues before they escalate.

4.5 Talent Acquisition & Workforce Planning

- Design a structured recruitment process for all levels from ward staff to senior specialists.

- Build a talent pipeline for critical and hard-to-fill clinical roles.

- Establish employer branding initiatives to position SGRH as an employer of choice.

4.6 Learning, Development & Succession Planning

- Structured L&D framework - covering compliances, clinical upskilling & leadership development.

- Build a formal succession plan for the top 50 critical roles within the hospital.

- Partner with academic institutions & consultants to enhance the quality of learning interventions.

4.7 HR Operations, Systems & Data

- Establish HR dashboards for leadership with metrics on attrition, absenteeism, time-to-hire, training hours, and engagement.

- Streamline HR operations payroll, attendance, leaves for accuracy and efficiency.

- Ensure complete statutory compliance across PF, ESI, Gratuity, and applicable labor laws.

5. IDEAL CANDIDATE PROFILE

Given the complexity, scale, and transformation mandate of this role, the ideal candidate is a seasoned HR professional who combines strategic thinking with operational grip. Critically, they must possess the maturity and resilience to operate in a legacy-heavy institution driving change without creating fractures.

5.1 Qualifications:

- MBA / PGDM in Human Resources from a reputed institution (IIM, XLRI, TISS, Symbiosis, or equivalent). A Master's in Labour Law, Industrial Relations or Organizational Development is an added advantage.

- Professional certifications (SHRM-SCP, SPHR, CIPD, NHRDi) are desirable but not mandatory.

- Medical / healthcare administration background is a significant advantage but not a prerequisite.