Display

18-22 years of HR experience, minimum 3 years in a senior leadership role heading HR. Demonstrated hands-on ownership of OD, L&D strategy, and Culture transformation at company-wide level. Proven record of cultural change, OD interventions, and enterprise-wide L&D programmes.

Communication maturity managing conflict, balancing priorities, performance discussions at senior levels, negotiating on multiple demands.

In-depth knowledge & experience across all areas of HR so as to be able to advise course of action in any context.

Deep knowledge of OD frameworks org design, role clarity, workforce restructuring, change management models, org health diagnostics.

Demonstrated experience designing enterprise learning architectures competency frameworks, leadership development pipelines, skill-gap assessments, blended learning models, and learning impact measurement.

Track record as a Culture Champion institutionalising organisational values, shaping purpose-aligned behaviours, building psychological safety, and driving cultural alignment across geographies/BUs.

Strong capability in identifying, developing, and retaining Hi-Potential talent; designing leadership academies and succession pipelines for critical roles.

Extensive experience in payroll processing and statutory compliance management

DO

Lead Springbord's full HR function with end-to-end ownership set the people strategy aligned to business goals; own the OD, L&D, and Culture mandates as a unified agenda; represent HR at the leadership table and influence company-wide decisions; make people decisions with authority, speed, and accountability; translate business priorities into a people plan updated at least twice a year.

Navigate conflict between business units, leadership teams, and employees with composure and fairness; lead performance conversations at senior leadership levels including PIPs and exits; negotiate across competing people priorities without compromising values; translate complex HR decisions into clear, compelling narratives for diverse audiences; push back on unrealistic demands assertively while keeping relationships intact.

Serve as the primary people advisor to the CEO & MD and other leadership team advise on hiring, performance, compensation, compliance, conflict, policy, and culture decisions in real time; build and maintain an HR policy and advisory framework that covers all people scenarios; ensure the HR team is capable of advising on any people matter without escalation; stay current on HR best practices, labour laws, and emerging people trends across relevant geographies.

Conduct annual org health assessments using structured diagnostic frameworks; lead org design reviews in partnership with business heads as Springbord scales; design and execute OD interventions role redesign, team effectiveness programmes, structural realignment in response to business needs; select and apply appropriate change models for each transformation context; define HR and org effectiveness metrics and track improvement over time.

Own Springbord's enterprise L&D architecture design and maintain a competency framework aligned to every role and level; run annual skill-gap assessments with business and vertical leads; build blended learning journeys (in-person, e-learning, coaching, cohort-based, communities of practice) for functional, behavioural, and leadership development; partner with institutes, platforms, and domain experts to build Springbord-specific programmes for each service vertical (e.g., real estate accounting); measure and report learning effectiveness and ROI.

Own the institutionalisation of Company's Purpose and 12 Principles across all people processes from how we hire and onboard, to how we perform, recognise, and exit; design culture rituals, recognition frameworks, and behavioural norms that make the culture visible every day; build psychological safety through structured feedback mechanisms, open dialogue forums, and trust-building interventions; drive cultural consistency across geographies and BUs; conduct monthly listening surveys and quarterly culture audits; translate findings into action plans each quarter; flag and address culture deviations swiftly and constructively.

Design and run Springbord's Hi-Potential identification and assessment process; build and maintain succession plans for all critical roles with clear, time-bound development pathways; design and deliver a leadership academy for people managers and senior leaders; ensure

every Hi-Pot employee has a live Individual Development Plan (IDP) with quarterly check-ins; manage a structured talent review calendar with the leadership team at least twice a year.

Maintain up-to-date knowledge of labor laws, regulations, and legal changes that impact the organization, ensuring timely updates to internal policies and practices.

Drive the entire gamut of talent management activities from selection to exit,prioritising decisions based on the urgency and criticality

Deliver

People strategy aligned to business goals, reviewed and updated every 6 months; OD, L&D, and Culture outcomes tracked and reported to leadership quarterly; measurable year-on-year improvement in org health index, L&D coverage, and culture audit scores; HR recognised by leadership as a strategic business function not just a support function.

All HR escalations acknowledged within 24 hours of being raised; a resolution timeline agreed, documented, and communicated to all parties within 48 hours; complex cases (senior leadership conflicts, legal matters, statutory issues) tracked with a named owner and milestone-based closure plan; zero escalations left without a visible, active resolution path at any point in time.

All significant senior people decisions documented with HR rationale within 5 working days; HR advisory responses to leadership queries provided within 48 hours complex matters acknowledged within 48 hours with a named owner and milestone-based resolution plan; all HR policies reviewed annually, compliant, and accessible organisation-wide; compliance gaps logged, owned, and closed within agreed timelines with zero repeat occurrences; annual HR compliance audit findings shared at leadership level; HR team capability reviewed bi-annually with individual development plans in place for every team member

Competency framework live and embedded in hiring, performance, and L&D processes; minimum 40 structured learning hours per employee per year; skill-gap coverage 90% of identified gaps addressed annually; training effectiveness 80% (post-training assessments + manager feedback); at least 2 Springbord-specific domain programmes launched per year; new joiner time-to-productivity improved by 20% YoY.

70% of employees able to name Springbord's Purpose and connect it to their role in mid-year or annual culture surveys; culture health assessed through behaviour indicators decision-making alignment, peer recognition patterns, onboarding practice consistency, and exit interview themes — with year-on-year improvement tracked across all business units; at least 3 culture rituals or Principle-linked practices embedded into regular operating rhythms annually; culture audit findings reflected in documented people process changes within the following quarter.