About the Role : HR Lead- RnD

Why is it required

The role will play a key role in building the business by onboarding right talent in R&D (Tech/Product/Analytics/Data Science/Design) and rewarding/ engaging them in a way that they feel motivated to enthusiastically partner the organization in its 10X growth journey

The role would have end to end ownership of TA+HRBP for the span while also leading charters under CoE for the organization. Philosophically we believe in keeping entire lifecycle of an employee under a common HR leader to enable them to make better business and people decisions and ensure a smooth and enriching experience for both the employees and HR

The role exists to drive the following agenda in the RnD span:

A. Right Talent: Ensuring company is ready from talent PoV to support in company's growth plans

a. Right Capability:

i. To collaborate with stakeholders to identify the right capabilities needed for their function and accordingly define AOP in line with the AOP plan, while keeping an eye on overall RnD cost as a %age of revenue

ii. To be done right from off roll till leadership levels, jointly with HR, business and finance

b. Right Skill:

i. Define success profile/ JD for each position, jointly with business.

ii. Identify industries/ companies that would be the best fit to hire the right talent from.

iii. A lot of co creation wrt processes and data analysis may also go here as we are still building the processes and SOPs here

c. Right Manning:

i. Planning and building recruitment infra (consultants/ in house TA )in line with hiring requirements- new positions in line with AOP expected attrition, in case existing infra needs to be upgraded

ii. Prioritize roles based on business requirements and communicate timelines clearly with hiring managers.Keep them updated throughout the recruitment process (P.S: We use JAVA in the organization )

iii. Ensuring manning target as per hiring plan/ TAT framework is met on a monthly basis within the salary budgets as set out in compensation philosophy and AOP

d. Right Onboarding:

i. Adherence to the current designed induction process for all new joiners wrt functional induction/ cross functional induction/ market visits

ii. Establish regular 30-60 day connect with the new employees to understand what's going well and what can be better and build learnings into the induction process+ problem solve with business wherever necessary

iii. A lot of co creation wrt processes and data analysis may also go here as we are still building the processes and SOPs here

e. Retention of Right Talent:

i. Define Top/Critical talent and chalk out a plan for engagement/ retention/ growth

ii. Provide regular visibility of attrition (with cuts of tenure/ performance/team/ reasons etc) to leaders on a monthly basis to keep

a tab on how attrition is shaping up across depts/ QoQ/ vs LY.

iii. Identify broad trends and areas for improvement within the span and work with leaders on action plan to correct the same

iv. A lot of co creation wrt processes and data analysis may also go here as we are still building the processes and SOPs here

f. Right Exit:

i. Define and adhere to the right processes to ensure a smooth exit of the employee

ii. Ensure exit interview for every outgoing employee to understand reasons/ learning for the organization which in turn need to be actioned upon jointly with the business

iii. A lot of co creation wrt processes and data analysis may also go here as we are still building the processes and SOPs here

B. Right Structure: Ensuring talent is in the right place at the right salary to sustain company growth in the most cost efficient and scalable way while also enabling employee growth.

a. Right Structure:

i. Ensuring structure in RnD is in line with the market- make changes wherever necessary basis business requirements and emerging market trends. Changes to be made post alignment with the business and leaders

ii. Ensuring each employee is rightly placed in the structure wrt hierarchy/ reporting/ job level/ span of control- Ensure adherence to no. of levels /

No. of reporting levels in each department

iii. Ensure new positions and emerging org structures are in line with fundamental principles defined for the company structure

b. Right Compensation:

i. Ensuring each individual is rightly placed wrt defined compensation levels for each role, within the organization, subject to performance and individual context. New salary offers and appraisals need to be in sync with the compensation philosophy and all offers and increments must be looked at from the lens of compensation philosophy

ii. Ensure all hiring managers and recruiters are thoroughly familiar with the organization-wide compensation framework. This includes understanding the salary and ESOP ranges and principles for each level/role within each department, to ensure parity

c. Right Goal Setting:

i. Ensure goals are defined for each individual- objective and in line with the org goals

ii. Set up a cadence for regular review of performance against goals

iii. A lot of co creation wrt processes and data analysis may also go here as we are still building the processes and SOPs here

d. Right Performance Appraisals:

i. Drive closure of appraisals in the span, in line with overall guidelines

ii. Ensure adherence to compensation philosophy and cost as a %age of revenue along with the budget while closing appraisals

C. Right Engagement : To ensure employees feel happy and engaged at WheelsEye

a. Engagement:

i. Design engagement calendar for the span, in line with the overall guidelines and in alignment with the business, while keeping an eye on the budget. Execute as per plan. Look out for feedback and scope for improvement and incorporate learning accordingly

ii. A lot of co creation wrt processes and data analysis may also go here as we are still building the processes and SOPs here

b. Communication and Recognition :

i. Design communication and recognition calendar for the span, in line with the overall guidelines and in alignment with the business, while keeping an eye on the budget. Execute as per plan. Look out for feedback and scope for improvement and incorporate learning accordingly

ii. A lot of co creation wrt processes and data analysis may also go here as we are still building the processes and SOPs here

c. Policies:

i. Execute policies in the span/ share learning with Compensation team and co evolve policies wherever required, while keeping an eye on employee needs and cost

d. Right Hygiene :

i. Adherence to internal processes/pulse check in the org/ other routine work

D. Central Projects:

a. The person would be needed to lead a few charters across the organization. This would mean designing the charter/ aligning with leadership in HR and functions including the founders and getting it executed via HR team across the organization in both the businesses

b. This would would need thinking ability, data analysis and stakeholder management of the highest order

c. The nature of the responsibilities here would be either leading the design and execution of some of the above agenda as stated under Right Talent/ Right Structure/ Right Engagement for the entire org, or working on emerging HR priorities in line with the needs of the organization

5. Core Experience (Must Have) :

A. Overall experience of 8-10 years post MBA from Tier 1 B School.

B. Should have worked as HRBP for Product/ Tech teams (min 100 folks) for at least

4-5 years and worked with TA team for hiring

C. Should have experience in working with a startup for at least 3-4 years as HRBP for Tech/ Product.

Good to Have Experience :

a. TA experience in hiring Tech, Product, Analytics , Data Science,Design

b. Team handling skills

c. Understands business metrics/ PnL and how his/her work related to overall business priorities and PnL

Behavioral Skills :

a. Growth Mindset

b. Adaptable to change - How does one react to change in strategy?

c. Humble/ Down to earth