Senior Vice President - HR - Strategy Execution

Role Purpose
The SVP HR - Strategy Execution is a senior, outcome-oriented leadership role responsible for driving enterprise-wide execution of HR transformation agenda across 4R's of HR- namely: Recruit, Retain, Reskill and Redesign.
This role exists to convert strategy into measurable results-with direct accountability for employee cost optimization, productivity improvement, leadership pipeline creation, and sustained reduction in voluntary attrition.
1. Recruitment Process, EVP & Hiring Quality Execution [Recruit]
Ensure disciplined, technology-enabled execution of recruitment strategy to improve quality of hire and reduce infant attrition.
Key Responsibilities
- Employee Value Proposition
- GPTW Certification
- Top Employers Institute Certification
- Our Website & Career Page
- Extensive communication on Social Media
- Specific Focus on Glassdoor
- Automated Interview Process
- Usage of Phenom in Hiring & Interview Feedback Process
- Interview Panel - Based Selection
- Selection from Top 50 Pharma Companies at FO Level
- Pre-On Boarding Process through DigiCAD
Measures:
- Time to fill Vacancies from Job Requisition to Joining Date
- Attrition in first 6 Months
- Performance of New Hires
- On Boarding Experience Measurement
2. Productivity & Organization Redesign [Redesign]
Drive measurable improvement in employee productivity, retention, and organizational effectiveness through disciplined execution.
Key Responsibilities
- Talent Marketplace through Phenom

- Career Development Offerings
- Performance Management Process Execution
- Identification of Top 10% and bottom 10% based on performance & managerial skills in an objective manner
- Fast racking Hi Potential employees for leadership positions in a systematic manner
- Structured PIP and consequence management for bottom 10%
- Cross - Functional Career moves for creating leadership pipeline
- De-layering of organization structure for faster response time
- Increasing span of control wherever applicable
Measures :
- Employee Productivity
- Net Sales Per Employee
- Output Per Employee (Operations)
- Growth of Payroll Cost Vis-a-vis Growth in Net Sales
- Internal Career Movement of employees
3. Employee Experience, Engagement & Grievance Systems [Retain]
Ensure consistent execution of employee experience programs across the organization.
Key Responsibilities
- Buddy assigned to new employee
- Regular check-in meetings to help new hires integrate [30 - 60 - 90 days feedback]
- Goal Setting & Role Clarification
- Two- Way Employee Communication
- Employee Survey Analysis & Actions
- Exit Interview Analysis & Actions
- Stay Interview Analysis & Actions
- Regular Connect with Employees & Actions
- Execution of Employee Experience Calendar
- Employee Grievance Handling mechanism
- Emotional & Physical Well Being initiatives for employees
- Identification of Top Talent
- Differentiation of Top Talent
Measures:
- Voluntary Attrition
- Attrition of Top Talent
- Feedback from Pulse Survey
- Effectiveness of Employee Engagement Calendar
- Resolution of Employee Grievances
4. Capability Building & Leadership Pipeline [Reskill]
Ensure future readiness of the workforce through structured capability and leadership development.
Key Responsibilities
- Development programs for entry-level employees
- FLP for FOs
- Equivalent to FLPs in Operations
- Individual Development Plan for AGM- VP
- Contextualized leadership development programs for intact teams [Eg. CSBU S&M, SC, Purchase]
- Focused Skill Development for Future Readiness (eg. Use of AI)
- Leadership Development Modules execution for GM & above
- Virtual Learning Communities
- Formal On-the-job learning process
- Knowledge Sharing sessions through SMEs especially in R&D
Measures:
- Increase in employee's knowledge or capabilities as measured through performance
- Proportion of Internal Promotions [currently it is 10%]
- Creation of appropriate 2nd Line for Critical Roles (AGM & above)