Role Purpose

The SVP HR - Strategy Execution is a senior, outcome-oriented leadership role responsible for driving enterprise-wide execution of HR transformation agenda across 4R's of HR- namely: Recruit, Retain, Reskill and Redesign.

This role exists to convert strategy into measurable results-with direct accountability for employee cost optimization, productivity improvement, leadership pipeline creation, and sustained reduction in voluntary attrition.

1. Recruitment Process, EVP & Hiring Quality Execution [Recruit]

Ensure disciplined, technology-enabled execution of recruitment strategy to improve quality of hire and reduce infant attrition.

Key Responsibilities

- Employee Value Proposition

- GPTW Certification

- Top Employers Institute Certification

- Our Website & Career Page

- Extensive communication on Social Media

- Specific Focus on Glassdoor

- Automated Interview Process

- Usage of Phenom in Hiring & Interview Feedback Process

- Interview Panel - Based Selection

- Selection from Top 50 Pharma Companies at FO Level

- Pre-On Boarding Process through DigiCAD

Measures:

- Time to fill Vacancies from Job Requisition to Joining Date

- Attrition in first 6 Months

- Performance of New Hires

- On Boarding Experience Measurement

2. Productivity & Organization Redesign [Redesign]

Drive measurable improvement in employee productivity, retention, and organizational effectiveness through disciplined execution.

Key Responsibilities

- Talent Marketplace through Phenom

- Career Development Offerings

- Performance Management Process Execution

- Identification of Top 10% and bottom 10% based on performance & managerial skills in an objective manner

- Fast racking Hi Potential employees for leadership positions in a systematic manner

- Structured PIP and consequence management for bottom 10%

- Cross - Functional Career moves for creating leadership pipeline

- De-layering of organization structure for faster response time

- Increasing span of control wherever applicable

Measures :

- Employee Productivity

- Net Sales Per Employee

- Output Per Employee (Operations)

- Growth of Payroll Cost Vis-a-vis Growth in Net Sales

- Internal Career Movement of employees

3. Employee Experience, Engagement & Grievance Systems [Retain]

Ensure consistent execution of employee experience programs across the organization.

Key Responsibilities

- Buddy assigned to new employee

- Regular check-in meetings to help new hires integrate [30 - 60 - 90 days feedback]

- Goal Setting & Role Clarification

- Two- Way Employee Communication

- Employee Survey Analysis & Actions

- Exit Interview Analysis & Actions

- Stay Interview Analysis & Actions

- Regular Connect with Employees & Actions

- Execution of Employee Experience Calendar

- Employee Grievance Handling mechanism

- Emotional & Physical Well Being initiatives for employees

- Identification of Top Talent

- Differentiation of Top Talent

Measures:

- Voluntary Attrition

- Attrition of Top Talent

- Feedback from Pulse Survey

- Effectiveness of Employee Engagement Calendar

- Resolution of Employee Grievances

4. Capability Building & Leadership Pipeline [Reskill]

Ensure future readiness of the workforce through structured capability and leadership development.

Key Responsibilities

- Development programs for entry-level employees

- FLP for FOs

- Equivalent to FLPs in Operations

- Individual Development Plan for AGM- VP

- Contextualized leadership development programs for intact teams [Eg. CSBU S&M, SC, Purchase]

- Focused Skill Development for Future Readiness (eg. Use of AI)

- Leadership Development Modules execution for GM & above

- Virtual Learning Communities

- Formal On-the-job learning process

- Knowledge Sharing sessions through SMEs especially in R&D

Measures:

- Increase in employee's knowledge or capabilities as measured through performance

- Proportion of Internal Promotions [currently it is 10%]

- Creation of appropriate 2nd Line for Critical Roles (AGM & above)