HEAD OF HR

Faridabad, Delhi NCR | On-site | 12–18 years | Reports to the founders

We're 300+ people across three countries, opening three more, and hiring close to twenty specialist roles at once. Our people systems were built for a smaller, simpler company.

This role has two halves, and we need both.

Half one: factory HR in India, where the statute just changed. The four Labour Codes came into force in November 2025, replacing 29 central laws — the Factories Act, Contract Labour Act, Industrial Disputes Act and the EPF and ESI legislation among them. Haryana has notified its rules. Most HR functions are still running on habits built for a framework that no longer exists.

Half two: a company growing faster than its systems. New countries, recent functions, new seniority levels — org design decisions being made by default rather than deliberately.

The problem nobody warns you about

We're hiring specialists who have no peer group here. A colour management specialist. A Mandarin-speaking supplier liaison. A tooling engineer for sub-millimetre cosmetic parts. In most cases they'll be the only person in the building doing that job, with no internal career ladder and no local market to move within.

Standard retention thinking doesn't work on those people. Working out what does is one of the more interesting problems in this role.

What you'd build

- A compliance framework built on the Labour Codes as they now stand, not inherited practice — registers, returns, registrations, audit trail
- Contract labour governance that actually protects us as principal employer, rather than a file of contractor certificates nobody has verified
- Org design and workforce planning as we open Germany,



Australia and the UK
- A compensation structure that can hold specialists paid above band without the whole thing coming apart
- Retention that works for people without a peer group, and for operators, who leave for entirely different reasons
- Performance and grievance processes that hold up when they're tested
- Onboarding that gets an operator productive and safe faster

You'd own

- Statutory compliance across the plant, and the government liaison that goes with it
- Industrial relations, grievance handling and disciplinary process
- The HR function and its team, including talent acquisition
- Payroll, attendance, shift and overtime governance
- POSH Internal Committee, safety committee, welfare
- Employment structures as new entities open, working with advisers

You need

- 12+ years in HR with real manufacturing depth. Not a corporate HR head who has visited a plant — the compliance and IR load here is a different job and services backgrounds don't transfer
- Working knowledge of the Labour Codes and the Haryana rules, and a clear view of what changed
- Contract labour management, with real understanding of principal employer liability
- IR capability: grievance, enquiry, disciplinary process, and the judgement to de-escalate
- Demonstrated scaling — org design, workforce planning, building structure where there wasn't any
- Led an HR team, not just an HR process
- Fluent Hindi. Much of this role happens in Hindi
- Multi-country or multi-entity exposure a strong plus

Tell us: one compliance gap you found and closed, one IR situation you handled that could have gone badly, and one thing you built that let the company grow without breaking.

📌 Head of Human Resources (Faridabad)
🏢 SB eCommerce Solutions
📍 Faridabad