Chief Human Resources Officer

People & Organization Leader — Strategy, Talent and Culture Partner to the COO Location

Mumbai, India

Reports To

Managing Director & COO

Direct Reports

Talent Acquisition, Learning & OD, Compensation & Advantages, Employee Relations, HR Operations & Compliance Heads

Function Scope

Enterprise-wide — manufacturing, corporate and field/dealer-facing teams

Compensation

Competitive with market-leading building materials / industrial businesses. THE OPPORTUNITY

Our client is a large, listed building materials company — a leading player in tiles and surfaces — entering a defined phase of transformation spanning manufacturing efficiency, supply chain resilience, digital operations and brand repositioning toward premium, design-led categories.

The Chief Human Resources Officer will be the architect of the organization behind that transformation — building the talent, capability and culture required to execute it, while partnering directly with the COO and business leaders on people strategy, organizational design and governance.

This is a build-and-scale mandate for a leader who thinks like a business partner first and an HR specialist second — comfortable operating at the intersection of strategy, operations and people.

ROLE MANDATE

Lead the Human Resources function end to end — people strategy, talent management, organizational effectiveness, culture, performance and employee engagement — in direct alignment with business objectives. Partner closely with business leaders to build a high-performance, growth-oriented organization, while ensuring strong governance and HR operational excellence.

KEY RESPONSIBILITIES

Strategic HR Leadership

● Shape enterprise HR strategy, organization design and workforce planning in step with business priorities.

● Own culture and engagement as measurable business levers, not soft initiatives.

● Sit as a genuine thought partner to the CEO and business leaders on organizational risk and capability.





Talent Acquisition & Workforce Planning

● Lead leadership hiring personally for business-critical roles, with full ownership of turnaround time and quality of hire.

● Build durable talent pipelines and succession plans across the leadership bench, not just reactive backfills.

● Translate business and manufacturing growth plans into proactive workforce plans.

Performance & Talent Management

● Run a performance management system that is credible, differentiated and tied to business outcomes.

● Build leadership capability and talent development pathways that create genuine internal mobility.

● Identify and actively develop high-potential talent ahead of business need.

Compensation & Benefits

● Keep compensation structures externally competitive and internally equitable through disciplined benchmarking.

● Own rewards and benefits governance, balancing cost discipline with retention of critical talent.

Employee Relations & Engagement

● Build an employee experience that supports retention across corporate, manufacturing and field teams.

● Own grievance management and employee relations with fairness, speed and consistency.

● Treat engagement scores as an early warning system, not an annual survey exercise.

HR Operations & Compliance

● Ensure full labour law compliance and HR governance across all manufacturing and corporate locations.

● Drive HR MIS and automation to give the business real-time, reliable people data.

● Build HR operations that scale cleanly as the organization grows, without adding fragility.

Learning & Organizational Development





● Build capability programs that close real skill gaps, not generic training calendars.

● Lead organizational change management for major transformation initiatives.

● Continuously assess and improve organizational effectiveness as the business scales.

WHAT SUCCESS LOOKS LIKE — FIRST 12 MONTHS

● A credible succession plan in place for every business-critical leadership role.

● Leadership hiring turnaround time and closure rate visibly improved against baseline.

● A performance management cycle that leaders trust and actually use to differentiate talent.

● Engagement and attrition trends moving in the right direction, with a clear diagnostic behind them.

SUCCESS WILL BE MEASURED AGAINST

Talent & Growth

- Talent acquisition turnaround time
- Leadership hiring closure rate
- Succession readiness
- Learning & development impact

Engagement & Retention

- Employee retention & attrition
- Employee engagement scores
- Performance management effectiveness
- Workforce productivity

Governance

- HR compliance & governance

CANDIDATE PROFILE

Must Have

● 15 years of progressive HR experience, with strong exposure to manufacturing, building materials, consumer or industrial sectors.

● A track record of leading HR as a genuine business function — not a support function — with measurable impact on talent, culture and performance.

● MBA / PGDM in Human Resources from a reputed institution; additional certifications preferred.

Preferred Background

● Prior experience partnering business-unit heads directly, ideally in an organization undergoing transformation, scaling or repositioning.

Competencies

● Strategic thinking and strong business acumen, paired with genuine stakeholder management skill.

● Change management and organizational development expertise applied at enterprise scale.

● A data-driven approach to talent decisions, with the communication skill to bring skeptical business leaders along.

📌 Chief Human Resources Officer (Mumbai)
🏢 Love Pangolin
📍 Mumbai