TATA TELE BUSINESS SERVICES

People Academy Lead

Learning & Development • Capability Building • Leadership CoE

Do Big! Position People Academy Lead Function Capability Building / Learning CoE Reports To Head – Learning CoE / Capability Building Location Mumbai (Corporate) Mandate Enterprise-wide leadership & behavioural capability Team Core L&D; team + faculty / vendor ecosystem Travel ~25–30% — zonal delivery & field visits Grade / Band Indicative — Deputy GM ROLE PURPOSE The People Academy Lead owns TTBS's enterprise-wide leadership and behavioural capability agenda. The role architects, builds, and runs the People Academy — the institution responsible for developing leaders at every level, from individual contributors through to enterprise leadership, structured around the four-pillar Lead Self → Lead Others → Lead Leaders → Lead Business framework. Capability is built through a deliberate blend of formal, experiential, social, and peer learning.

Beyond program delivery, the People Academy Lead is accountable for building a visible, credible leadership pipeline that strengthens succession, manager effectiveness, and the culture the business needs to Do Big! Success is measured by leadership readiness and behavioural change, not by training volume.

WHAT SUCCESS LOOKS LIKE

4

pillars fully operational — Lead Self → Lead Business

100%

of people-managers onboarded to the core managerial curriculum

↑

successor readiness for business-critical roles

70:20:10

social & experiential learning embedded across journeys THE FOUR PILLARS YOU WILL OWN

01

Lead Self

Self-awareness, personal effectiveness, and individual productivity

02

Lead Others

First-line and people-manager capability — managing teams

03

Lead Leaders

Leaders-of-leaders; mid-to-senior leadership depth

04

Lead Business

Enterprise leadership, strategic and commercial acumen

KEY RESPONSIBILITIES

▸ Academy Strategy & Architecture

- Own the vision, mission, and operating model of the People Academy, aligned to business strategy and the HR agenda.
- Maintain and evolve the four-pillar leadership framework and the underlying skills and competency architecture.
- Set the annual capability roadmap, priorities, and investment case in partnership with HR and business leadership.

▸ Curriculum & Program Design

- Design role-based leadership journeys across all four pillars, applying a 70:20:10 blend of experiential, social, and formal learning.
- Build flagship programs — first-time-manager, leaders-of-leaders, and senior-leadership — with transparent objectives and success metrics defined upfront.




- Curate and integrate external content and platforms (LinkedIn Learning, Coursera, business-school partnerships) into coherent journeys.

▸ Social & Peer Learning

- Embed social and peer learning as a core modality — the ‘20’ in 70:20:10 — rather than an add-on to formal programs.
- Build communities of practice, peer-coaching and learning circles, and cohort-based action learning across all four pillars.
- Enable manager-led and peer-to-peer learning at scale, using LMS / LXP and collaboration platforms to make internal expertise visible and shareable.

▸ Delivery, Faculty & Facilitation

- Personally facilitate senior and leadership cohorts; build and manage an internal-faculty and external-partner ecosystem.
- Ensure quality, consistency, and learner experience across all deliveries and zones.

▸ Leadership Pipeline & Talent

- Partner with HR to link academy outcomes to succession planning and high-potential development for business-critical roles.
- Track leadership readiness and manager effectiveness as core measures of academy impact.

▸ Governance, Measurement & Stakeholders

- Run the academy's governance forums and RACI; report progress and impact to the CHRO and leadership.
- Own the measurement framework — from participation and experience through to behavioural change and business outcomes.
- Manage the academy budget and vendor / faculty commercials with discipline.

KEY INTERFACES CHRO & HR Leadership Align academy to talent, succession, and culture agenda Business & Functional Heads Diagnose leadership demand; secure sponsorship and nominations HR Business Partners Deploy programs, drive nominations, and track cohort progress Fellow Academy Leads Coherence with Product & OEM and Sales academies External Faculty & Partners Tata Management Training Center, Business schools, coaches, and learning-platform providers KEY COMPETENCIES

- Leadership Development Expertise — deep grounding in how leaders grow, and how to build capability that sticks.
- Strategic & Business Acumen — connects the leadership agenda to business strategy, talent risk, and commercial outcomes.
- Executive Stakeholder Management — credible with, and able to influence, leaders up to CXO level.
- Facilitation & Coaching — commands a senior room; coaches’ leaders through real challenges.




- Program & People Leadership — builds and leads a team and orchestrates a faculty and vendor ecosystem.
- Social & Peer-Learning Design — builds communities, peer-coaching networks, and cohort learning that scale capability beyond the classroom.
- Emotional Intelligence — high self-awareness and interpersonal insight; a role model for the behaviours the academy teaches.

MUST HAVE VS. NICE TO HAVE MUST HAVE NICE TO HAVE

- Leadership & behavioural capability development
- Curriculum architecture & instructional design
- Facilitation of senior / leadership audiences
- Stakeholder management up to CXO level
- Learning measurement & business linkage
- Team & vendor / faculty management

- Telecom / B2B services background
- ICF or equivalent coaching credential
- Succession & talent-management exposure
- Design Thinking & experience design

- Digital learning & LXP fluency

IDEAL CANDIDATE PROFILE Indicative — calibrate band and experience to the target grade.

- Education: Postgraduate in HR / OD / Business; premier-institute background preferred.
- Experience: 12–18 years across L&D; / OD / leadership development, with a track record of building or running a leadership academy or CoE.
- Certifications: Coaching credential (ICF or equivalent) and psychometric / assessment accreditations are an advantage.
- Mobility: Willing to travel (~25–30%) for zonal delivery and field engagement.

THE TATA WAY This role operates in the spirit of the Tata values and the TTBS promise — Faster, Simpler, Closer. The People Academy Lead is expected to be a visible custodian of the Tata Code of Conduct and Tata leadership behaviours, modelling the standard the academy sets for others.

Transforming Businesses through Digitalization

Tata Tele Business Services (TTBS), belonging to the prestigious Tata Group of Companies, is the country’s leading enabler of connectivity and communication solutions for businesses. With services ranging from connectivity, collaboration, cloud, security, IoT, and marketing solutions, TTBS offers the largest portfolio of ICT services for businesses in India. With an unwavering focus on customer-centricity and innovation, TTBS continues to garner recognition from customers and peers alike.

Our People Shape Our Journey Ahead

We are India’s leading enabler of digital connectivity and technology solutions for businesses - a feat possible only because we are fueled by the dedication and passion of our people. We welcome the finest talent and believe in nurturing and mentoring them to rise into leadership roles, while standing tall on our ethics and values.

📌 Team Member - Capability (Navi Mumbai)
🏢 Tata Teleservices
📍 Navi Mumbai