1

Designation: Deputy General Manager Human Resources, IR & Admin

Grade: L6 Function: Human Resources Reporting To: GM Operation & HR Business Coverage: JAPL | JSPL | JMPL Role Scope: Group-wide HR leadership across all three business verticals and manufacturing operations Location: Bangalore Team: Business/Plant HR teams and HR support functions

1. Role Purpose

To lead and institutionalize the people, organization and workforce agenda across JAPL, JSPL and JMPL, partnering closely with the GM Operation& HR, Business/Plant Heads and functional leadership. The role will be accountable for building a scalable, productive, performance-driven and future-ready organization by strengthening organization design, manpower productivity, talent acquisition, performance management, capability building, succession, employee relations, HR governance and people analytics.

The DGM – HR is expected to operate as a business HR leader, moving HR from predominantly transactional support to a function that measurably contributes to business growth, productivity, leadership capability and organizational effectiveness.

1. Key Accountabilities

A. Strategic HR Business Partnership Partner with the GM Operation & HR and business leadership to translate business plans into people, organization and capability priorities.

Develop annual and 3-year HR plans for JAPL, JSPL and JMPL aligned with growth, capacity, productivity and organizational requirements.

Advise leadership on organization structure, manpower, capability, performance, talent and people risks.

Build a consistent HR operating model across the three businesses while allowing appropriate business-specific flexibility.

Participate in business reviews and ensure people-related actions have clear ownership and closure.

B. Organization Design & Manpower Productivity

Drive organization structure reviews across businesses/functions.

Establish approved manpower norms and budgets linked to production volume, capacity and business plans.

2

Review spans, layers, role clarity and reporting relationships.

Drive workforce optimization without compromising safety, quality or delivery.

Track manpower productivity, overtime, absenteeism, contract labour utilization and employee cost.

Establish clear role charters and accountability across critical positions.

Key outcome: Right structure Right manpower Right capability Right cost.

C. Talent Acquisition & Workforce Pipeline

Own workforce planning and recruitment governance across JAPL, JSPL and JMPL.

Ensure timely closure of leadership, managerial, technical and critical shop-floor positions.

Build sustainable pipelines through ITI/Diploma institutions, engineering colleges, apprenticeships, trainees, referrals and specialist hiring channels.

Strengthen selection quality, onboarding and early-tenure retention.

Build succession-oriented internal hiring and career mobility before external recruitment.

D. Performance & Accountability Culture

Institutionalize a robust Performance Management System across businesses.

Ensure goals cascade from: Business Function Department Individual.

Strengthen measurable KRAs/KPIs and differentiate performance objectively.

Facilitate performance reviews, calibration and consequence management.

Link performance with business outcomes such as productivity, quality, delivery, cost, projects, capability and people development.

Build stronger managerial accountability for team performance.

E. Talent Management, Succession & Leadership Pipeline

Identify critical roles and critical talent across all three businesses.





Establish succession coverage for key leadership and specialist positions.

Conduct structured talent reviews and identify HiPos.

Establish Ready Now / Ready in 1–2 Years / Longer-term succession categories.

Drive Individual Development Plans for critical talent.

Strengthen internal mobility and cross-functional/business exposure.

Reduce dependency on individual incumbents and external hiring for key positions.

F. Learning, Capability & Skill Architecture

Build capability architecture covering operators, technicians, engineers, managers and leadership levels.

Establish functional/technical competency matrices.

Drive multi-skilling and skill certification for shop-floor workforce.

Build structured development journeys for supervisors and managers.

3

Use the 70:20:10 development philosophy for identified leadership talent.

Measure training through capability improvement and business impact rather than training hours alone.

G. Industrial / Employee Relations & Workforce Governance

Maintain a stable, disciplined and productive employee-relations environment across the businesses.

Establish robust grievance and disciplinary processes.

Ensure appropriate handling of domestic enquiries and employee-relations matters.

Govern permanent, trainee, apprentice and contract workforce practices.

Partner with operations leadership to proactively address workforce risks.

Strengthen employee communication and shop-floor connect mechanisms.

H. Statutory Compliance & HR Governance

Ensure compliance with applicable labour and employment legislation and factory-related people requirements.

Establish compliance calendars and periodic audits across JAPL, JSPL and JMPL.

Govern contractor compliance and documentation.

Ensure timely closure of audit observations and statutory deviations.

Coordinate with legal counsel and government/labour authorities where required.

Maintain zero tolerance for material people-related statutory non-compliance.

I. Employee Engagement, Culture & Change

Build a culture of ownership, accountability, collaboration, performance and continuous improvement.

Strengthen communication between leadership, managers and employees.

Drive structured employee-engagement interventions based on data and business needs.

Support organizational transformation, restructuring, digitalization and new ways of working.

Build change readiness among managers and employees.

Actively identify and address behaviours that impede organizational change.

J. HR Operations, Systems & Analytics

Standardize critical HR processes across the three businesses.

Drive HRMS/digital adoption and improve employee/manager self-service.

Establish a monthly HR Business Dashboard for the GM Operation& HR

Use workforce analytics for decision-making rather than retrospective reporting.

Ensure employee master data, attendance, payroll inputs, lifecycle transactions and documentation are accurate and controlled.

4

1. Key Performance Indicators Dimension Illustrative KPI

Manpower Actual manpower vs approved manpower/budget

Productivity

Revenue/value-add/output per employee

Employee Cost

Employee cost vs budget / revenue

Recruitment





Critical vacancy closure TAT

Attrition

Regrettable/critical talent attrition

Attendance

Absenteeism & overtime

Capability

Critical skill coverage / multi-skilling

Performance

PMS completion & quality of goal setting

Succession

% critical roles with identified successors

Talent

HiPo/critical talent retention & development

Engagement

Engagement/change-readiness improvement

IR

Lost man-days / significant grievances / disputes

Compliance

Statutory compliance & audit closure

HR Operations

HRMS/data/process accuracy

Leadership

Internal fill rate for critical managerial roles

1. Decision Rights

Recommend organization structures and manpower plans to the COO. Challenge manpower additions not supported by productivity/business justification.

Approve routine HR decisions within delegated authority.

Drive HR policy and process implementation across JAPL, JSPL and JMPL.

Intervene in significant performance, discipline, talent and employee-relations matters.

Recommend promotions, succession moves, critical hiring and organization changes.

Escalate material, people, IR, compliance and leadership risks directly to the COO.

5

1. Key Interfaces

Internal: GM Operation & HR | Business/Vertical Heads | Plant Heads | Functional Heads | Finance | Operations | Quality | SCM | PPC | Engineering | EHS | L5/L5+ Managers | Plant/Business HR teams External: Recruitment partners | Training/coaching partners | Educational institutions | Apprenticeship/skill ecosystem | Labour/legal consultants | Government/statutory authorities | Contractors/service providers
1. Candidate Profile

Education

Essential

Full time MBA/PGDM/MSW in Human Resources / Personnel Management / Industrial Relations from a recognized institution.

Preferred

Additional qualification/exposure in Labour Laws, Organization Development, HR Analytics or related areas.

Experience

15–20 years of progressive HR experience, preferably with substantial exposure to engineering/manufacturing organizations.

The candidate should ideally have:

1. Multi-plant / multi-business HR exposure.
1. Strong manufacturing HR experience.
1. Experience partnering directly with senior Operations/Business leadership.
1. Hands-on manpower planning and workforce productivity experience.
1. Solid talent management, PMS and succession exposure.
1. Plant HR/ER/IR and statutory compliance experience.
1. Experience leading HR teams across multiple locations/businesses.
1. Exposure to organizational transformation, growth or scale-up environments.
1. Leadership Competencies

The candidate should demonstrate: Business Acumen – understands manufacturing economics and connects HR decisions with productivity, cost and business performance.

6

Strategic Thinking – anticipates organization and capability requirements rather than responding only to immediate vacancies/problems.

Execution Excellence – converts HR strategy into disciplined execution across three businesses.

Influencing Capability – can challenge and influence senior operational leaders constructively.

People Judgement – robust ability to assess talent, performance and potential.

Change Leadership – able to drive behavioural, structural and process change.

Data Orientation – uses workforce data and analytics for decisions.

Courage & Integrity – willing to take evidence-based positions on manpower, performance, talent, discipline and compliance.

Developing Others – builds HR capability as well as leadership capability across the businesses.

📌 Deputy General Manager- HR (Bengaluru)
🏢 Talent Corner HR Services
📍 Bengaluru