Head - Talent Acquisition - Manufacturing

KEY RESPONSIBILITIES:

Talent Acquisition Strategy and Manpower Planning:

• Translate the 5,000 to 8,000 growth plan into an annual and quarterly manpower plan by business, function, location and level, jointly with Business Heads, Finance and the CHRO.
• Build and maintain a rolling twelve-month hiring forecast, with clear visibility on approved versus filled versus in-pipeline positions and manpower cost against budget.

Delivery - Volume, Leadership and Niche Hiring:

• Own end-to-end delivery of all positions across Engineering Products, Infrastructure / EPC, Polymer and Corporate functions.
• Personally drive leadership and business-critical mandates, working directly with the Promoters, the CHRO and Business Heads on talent mapping, assessment, offer construction and closure.

Business and Promoter Engagement:

• Act as a trusted advisor to Business Leaders and the Promoter Group on talent availability, competitor talent mapping, compensation benchmarks and the organisation design implications of the growth plan.
• Establish a structured hiring governance cadence - weekly and monthly reviews with each business, supported by dashboards, ageing reports and clear escalation routes.

Employer Brand and Sourcing Ecosystem:

• Articulate and build the Skipper employer value proposition and employer brand across digital, campus and industry platforms; own candidate experience end to end.
• Establish and govern an empanelled network of executive search, staffing and RPO partners with defined service levels, rate cards and periodic performance scorecards.

Process, Technology and Governance:

• Implement and optimise an applicant tracking system and the wider recruitment technology stack; digitise the requisition-to-onboarding workflow.
• Standardise job descriptions, competency-based interview frameworks, assessment tools, interviewer training and selection documentation across all businesses.

Team Leadership:

• Build, structure and lead a multi-location Talent Acquisition team across corporate, plant and site locations; define roles, capacity norms and individual scorecards.
• Scale the team in line with hiring volumes, balancing in-house recruiters against outsourced and RPO capacity.