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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

- 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.

- 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.

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- 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.

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- 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 secure, 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.

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- 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

- 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.

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- 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

- 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:

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Multi-plant / multi-business HR exposure.

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Strong manufacturing HR experience.

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Experience partnering directly with senior Operations/Business leadership.

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Hands-on manpower planning and workforce productivity experience.

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Strong talent management, PMS and succession exposure.

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Plant HR/ER/IR and statutory compliance experience.

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Experience leading HR teams across multiple locations/businesses.

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Exposure to organizational transformation, growth or scale-up environments.

- Leadership Competencies The candidate should demonstrate:

- Business Acumen – understands manufacturing economics and connects HR decisions with productivity, cost and business performance.

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- 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 – strong 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.

Role: Human Resources - Other, Industry Type: Defence & Aerospace, Department: Human Resources, Employment Type: Full Time, Permanent Role Category: Human Resources - Other Education UG: Any Graduate PG: Master of Human Resource Development in Any Specialization, MBA/PGDM in HR/Industrial Relations read more

Key Skills Skills highlighted with ‘‘ are preferred keyskills Performance Management SystemSuccession PlanningStrategic ManagementOrganization DesignTransformation Management Manpower PlanningBusiness PartneringIndustrial RelationsLeadership ManagementStatutory ComplianceTraining and DevelopmentHR Analytics

📌 Deputy General Manager Human Resource and Industrial Relations (Bengaluru)
🏢 Talent Corner HR Services
📍 Bengaluru