FUNCTION: People & Culture
LOCATION: Corporate Office, Gurgaon, with regular travel to Sales Offices and Plant
REPORTING TO: CEO
Lead the People & Culture function as a strategic business partner and hands-on transformation leader. Build an agile, productive and high-performance organization across Manufacturing, Sales and Corporate functions by aligning organization design, workforce capability, performance, culture, employee experience and governance with business priorities.
The role is suited to a lean, execution-focused organization and requires the ability to translate strategy into practical systems, behaviours and measurable outcomes.
Partner with the CEO and functional leaders on organization, workforce, leadership and employee priorities.
Translate the annual operating plan and business strategy into organization structures, workforce plans, role clarity and People & Culture interventions.
Review spans, layers, decision rights, role accountabilities and manpower requirements to improve agility, effectiveness and cost productivity.
Advise leadership on organization change, performance concerns and critical people decisions.
Define and drive a cultural transformation agenda anchored in accountability, ownership, collaboration, customer focus, discipline, continuous improvement and execution excellence.
Assess current culture and leadership behaviours; convert findings into a practical roadmap with clear priorities, owners, milestones and success measures.
Align leaders on expected behaviours and embed them through goal setting, performance reviews, recognition, communication, capability building and employee lifecycle practices.
Build change sponsorship among senior leaders and managers, address resistance, and create employee ownership through structured listening and engagement.
Track adoption and impact through culture, engagement and behavioural indicators, and course-correct interventions based on evidence.
Lead People & Culture operations across manufacturing / plant locations, partnering closely with Plant Heads and functional leaders.
Plan and optimize workforce deployment in line with production volumes, skills, shifts and operational needs; drive multi-skilling and productivity improvement.
Strengthen attendance, discipline, employee relations and grievance resolution while maintaining a fair and constructive workplace climate.
Ensure compliance with labour laws, statutory requirements, standing orders, settlements and company policies.
Partner with Sales leadership on organization design, territory deployment, spans of control and frontline manpower plans.
Improve sales-force productivity and strengthen recruitment, onboarding, retention, capability and succession for critical commercial roles.
Develop performance measures and incentive principles aligned with profitable growth, market execution and customer/dealer effectiveness.
Establish a business-linked performance management framework with clear KPIs/KRAs, regular reviews, differentiation, recognition and structured improvement plans.
Lead acquisition and retention of critical talent across Plant, Sales and Corporate functions, balancing quality, speed and cost.
Identify pivotal roles and talent; create succession, development and retention plans with clear readiness actions.
Strengthen managerial effectiveness, second-line leadership and functional capability through targeted development interventions.
Continuously improve hiring, onboarding, engagement, internal mobility, career development, recognition and exit processes.
Establish effective employee listening, communication and grievance mechanisms; translate insights into timely action.
Promote fairness, inclusion, transparency and a consistent employee experience across locations and workforce segments.
Lead or coordinate organization-wide People & Culture transformation programmes from diagnosis and design through implementation, adoption and benefit realization.
Select, onboard and work effectively with external consultants; define outcomes, scope, governance, deliverables, timelines and knowledge-transfer expectations.
Serve as the internal programme owner, ensuring consultant recommendations are practical, business-aligned and converted into sustained internal capability rather than stand-alone reports.
Create a cross-functional governance rhythm, resolve dependencies, manage stakeholders and track delivery against agreed milestones and outcomes.
Establish decision-oriented dashboards covering workforce, cost, productivity, hiring, attrition, performance, capability, engagement, employee relations and compliance.
Use data and workforce insights to identify risks, prioritize interventions and demonstrate business impact.
Simplify, standardize, document and digitize People & Culture processes, including HRMS adoption and self-service where relevant.
Maintain strong policy, audit, data privacy and statutory governance.
Build a responsive, business-oriented and execution-focused People & Culture team across corporate, plant and business locations.
Set clear roles, service standards and accountabilities; coach the team and build capability to sustain the transformation agenda.
Organization & productivity: Manpower cost and deployment; output / revenue per employee; organization efficiency; multi-skilling; productivity gains
Performance & culture: KPI coverage and review completion; performance differentiation; culture roadmap delivery; leadership behaviour adoption; engagement and action closure
Talent & capability: Critical-role hiring; quality and time to hire; regrettable / high-performer attrition; succession readiness; capability intervention effectiveness
Employee relations & experience: Grievance closure; attendance and discipline; employee listening response; retention and onboarding effectiveness
Transformation & P&C effectiveness: Milestone and benefit realization; consultant deliverable quality; knowledge transfer; process turnaround; HRMS / automation adoption; statutory compliance
MBA / PGDM in Human Resources / People Management or an equivalent qualification.
Typically 15-20 years of progressive People & Culture experience, including leadership of a broad function; manufacturing / cement / building materials / industrial experience is strongly preferred.
Demonstrated exposure to Sales / Commercial workforce challenges, particularly frontline deployment, productivity, capability and retention.
Proven experience designing and implementing cultural or organizational transformation, including leadership alignment, change management and adoption measurement.
Substantive experience working with external consultants on organization, culture, HR or business transformation engagements - from scoping and governance to implementation and knowledge transfer.
Demonstrated success in performance management, organization design, talent management, leadership development and employee lifecycle improvement.
Experience with People analytics, HRMS, process digitization and transformation programme governance is preferred.
Functional: Culture and change transformation; organization effectiveness; manufacturing / plant HR; sales HR; workforce planning and productivity; performance and talent management; employee relations; labour compliance; People analytics and systems; programme and consultant management.
Leadership: Business acumen; strategic thinking with hands-on execution; courage and sound judgement; influencing and stakeholder alignment; change leadership; data-led problem solving; communication; coaching; collaboration; resilience and accountability.
A business-oriented, credible and hands-on People & Culture leader who can work directly with the CEO, Plant Head, Sales Head and functional leaders while remaining connected to employees on the ground. The individual combines strategic perspective with delivery discipline, can challenge legacy practices constructively, and is capable of converting transformation ambition and consultant inputs into practical systems, leadership behaviours and sustainable business outcomes.
The organization has the right structure, capability and manpower at an appropriate cost and productivity level.
A clearly defined high-performance culture is visibly adopted by leaders and employees.
Plant and sales workforce productivity, discipline, capability and retention improve.
Performance decisions become objective, differentiated and linked to business outcomes.
Critical talent and second-line leadership pipelines become stronger.
Transformation initiatives and consultant engagements deliver measurable outcomes and leave sustainable internal capability.
People & Culture processes become simpler, faster, consistent, compliant and data-driven.
The People & Culture function is recognized as a trusted business enabler and transformation partner.