Job Title: Head - Human Resources (OD Specialist)

Reports to: Chief Executive Officer (CEO)

Location: [Bengaluru] - High Mobility Required between company branches

Headcount Managed: ~8-12 Direct/Indirect HR Reports (Overseeing a total workforce of approx. employees)

Role Nature: 80% Field/Employee Engagement | 20% Desk/Strategy

1. Position Purpose

The Head of HR is the primary architect of organizational culture. This role is not a traditional administrative function; it is an OD-first leadership position designed to bridge the gap between corporate strategy and frontline execution. The incumbent will spend the vast majority of their time on the shop floor or retail units, driving a high-performance culture rooted in defined organizational values and building motivational systems that go beyond standard compliance.

2. Key Responsibilities & Accountabilities

A. Culture & Organizational Development (Primary Focus)

- Value Embedding: Translate board-level values into observable behaviours across all levels of the manufacturing and retail chain.

- Engagement Dynamics: Spend 80% of the time in active "Management by Walking Around" (MBWA), acting as a pulse-checker for employee sentiment.

- System Design: Build and implement OD interventions (e.g., Change Management, Team Effectiveness) that improve organizational health.

- Workplace Motivation: Design non-monetary and monetary motivation frameworks to reduce turnover and increase discretionary effort.

B. Strategic Personnel Management (Only Oversight)

- Talent Acquisition & Management: Oversee the recruitment of "culture-fit" talent, ensuring the employer brand reflects AGX's values.

- Total Rewards: Direct the strategy for Compensation and Benefits, ensuring market competitiveness and internal equity.

- Performance Systems: Move from traditional appraisals to a continuous feedback loop and performance coaching culture.

- HR Automation & Compliance: Ensure 100% adherence to labor laws and local manufacturing regulations while driving digital transformation in HR processes.

C. Capability Building & Learning Ecosystems

- Learning as OD: Design and facilitate learning interventions that solve specific cultural or behavioral gaps (e.g., training supervisors on "Empathetic Leadership" to reduce floor attrition).

- Internal Knowledge Transfer: Create a "Multiplier Effect" by identifying and developing internal Subject Matter Experts (SMEs) within the manufacturing units to lead peer-to-peer learning.

- Effectiveness Audits: Move beyond "attendance tracking" to Level 3 & 4 Impact Analysis (Kirkpatrick Model)-measuring if training actually changed behavior on the shop floor or improved retail KPIs.

- On-the-Job Coaching (OJT): Formalize the coaching process for people managers, ensuring that 80% of learning happens through real-time feedback during your floor engagements.

3. Job Evaluation Factors

- Reports to the CEO with significant autonomy to overhaul policies and culture frameworks.

- Primary driver of employee retention, labor harmony, and productivity via culture.

- Must navigate the nuances of organizational behavior in a hybrid manufacturing-retail environment.

4. Qualifications / Experience

- Education: Mandatory: Graduation + Master's Degree in Human Resources & Organizational Behaviour (OB).

- Experience: Total: 10+ years of post-qualification experience.

o Specialization: At least 6 years specifically dedicated to Organizational Development (OD).

o Industry: Must have a background in the Manufacturing Industry.

- Language: Native/Professional fluency in the Local Language is a non-negotiable requirement for employee engagement.

Competency & Skill Matrix:

I. Technical Know-How

1. OD Diagnostics: Expert in using tools like Gallup Q12, Cultural Assessment Tools, and MBTI/Lumina for team dynamics.

2. Labor Nuances: Deep understanding of factory compliance, IR, and the behavioural psychology of the manufacturing workforce.

3. Systems Thinking: Ability to build "Automated People Systems" that don't lose the human touch.

4. Instructional Design for Non-Classroom Settings: Proficiency in creating "micro-learning" or "toolbox talks" that work in a high-mobility manufacturing/retail environment.

5. ROI Evaluation: Ability to link training outcomes to business metrics (e.g., "Did the Quality Circle training reduce the defect rate?").

II. Soft Skills & Behavioural Attributes

1. Deep Listening: Ability to hear the "unsaid" in employee grievances and feedback.

2. High Emotional Intelligence (EQ): Maintaining a grounded, supportive presence during organizational shifts.

3. Communication & Persuasion: Ability to speak the language of the boardroom (CEO) and the shop floor (Labor) with equal ease.

4. Mobility: High energy for frequent site visits and 80% on-field presence.