Head Talent Management NTBI

Position Title: DGM Talent Management & Organizational Effectiveness
Reporting To: Head HR NTBI
Location: Chennai
Role Purpose (Why this role exists)
To architect and drive NTBI's integrated talent strategy, ensuring that performance, potential, and culture are not siloed but fused into a cohesive engine that fuels business agility. This role is tasked with moving beyond traditional HR metrics to create a self-sustaining talent ecosystem that anticipates future skill demands, de-risks leadership pipelines, and embeds inclusion into the organizational DNA.
Core Scope of Accountability
Performance Management - From Evaluation to Enablement
Implement the annual performance cycle into a continuous, real-time feedback culture rather than a once-a-year compliance event.
Drive the Goal Cascade across NTBI, ensuring every individual goal connects vertically to business strategy and horizontally to cross-functional alignment.
Implement Quality-Adjusted Performance metrics... ensuring that output is measured not just by "what" but "how," integrating behavioral competencies and values.
Lead the VC / Variable Pay calibration process, ensuring objective, fair, and defensible pay-for-performance decisions.
Succession & HiPo Management - Building the Leadership Bench
Develop and sustain a robust, data-driven Succession Pipeline for all critical roles .
Identify and nurture High-Potential (HiPo) talent through structured interventions, not just assessments, but targeted developmental rotations, mentoring, and exposure.
Create a "Ready-Now" vs. "Future-Ready" succession dashboard, ensuring the organization never operates with a single point of failure.
Partner with business heads to de-risk leadership continuity, especially in high-impact engineering and R&D functions.
Learning & Development (L&D) - Future-Skilling at Scale
Shift L&D from a "training calendar" to a capability / skills-led transformation engine, focusing on future-critical capabilities
Design a skills taxonomy for NTBI in line with Nissan, mapping current vs. desired skills across the organization and driving targeted upskilling/reskilling interventions.
Establish measurable L&D ROI, linking learning completion to business outcomes (productivity, error reduction, innovation output).
Drive certification partnerships with leading institutes and platforms to build technical and leadership depth.
Career Architecture - Clarity, Mobility & Growth
Redesign the career framework, moving away from linear promotions to a multi-dimensional career lattice that offers lateral moves, cross-functional exposure, and skills-based progression.
Champion Internal Mobility & IJP as a cultural norm, not an exception, ensuring that employees see growth pathways within NTBI rather than outside.
Develop clear career pathways for high-demand roles with transparent competency expectations at each level.
DEI – Diversity, Equity & Inclusion (Embedded, Not Add-On)
Shift DEI from a "check-the-box" metric to a business imperative—ensuring diversity in pipelines (campus hiring, laterals, leadership succession).
Drive inclusive leadership by embedding DEI principles into performance assessments, hiring panels, and promotion decisions.
Establish measurable DEI KPIs, gender parity at leadership levels, representation of underrepresented groups in STEM roles, and equitable pay analytics.
Partner with Communications to tell authentic DEI stories that strengthen employer branding.
Culture & Employee Experience - The Invisible Force
Design and drive Culture Roadmap for NTBI, ensuring values are not posters but lived behaviors.
Lead the Employee Engagement / Pulse Survey strategy (including GES integration) and, more importantly, close the loop on Action Planning.
Institutionalize continuous listening mechanisms, stay interviews, exit insights, and AI-driven sentiment analysis, to proactively address friction points.
Embed psychological safety and psychological ownership as measurable cultural outcomes.
Talent Acquisition & Workforce Planning - Strategic Sourcing to Onboarding
Lead end-to-end talent acquisition strategy, from demand forecasting to sourcing, selection, and onboarding, ensuring alignment with business growth and skill requirements.
Drive workforce planning in partnership with Finance and BU heads, translating business strategy into a forward-looking talent demand map (GETs, laterals, leadership hires).
Design and execute a multi-channel sourcing strategy, campus hiring (IITs/NITs/top engineering colleges), lateral hiring, niche skill acquisition (EV, ADAS, AI/ML, software-defined vehicles), and executive search.
Own the employer branding narrative, positioning NTBI as an employer of choice in the automotive and technology ecosystem, both domestically and globally.
Build a robust intern-to-GET pipeline, ensuring seamless conversion and reducing time-to-productivity for fresh talent.
Establish and track TA metrics. Cost per Hire, Time to Fill, Quality of Hire, Offer Acceptance Rate, Diversity Sourcing and drive continuous improvement.
Partner with the C&B team on competitive benchmarking to ensure offers are market-competitive and defensible.
Ensure a world-class candidate experience, from application to onboarding, that reflects NTBI's culture and values.
Professional Qualifications
Education. MBA from a top-tier B-School / PG in HR from a recognized institution
Experience.14-18 years in Talent Management / OD / HR Business Partnering, with at least 5 years in a leadership role
Industry Preference. Automotive / Engineering / Technology / Manufacturing preferred
Expertise. Deep experience in Performance Mgmt, Succession Planning, L&D, DEI, and Culture transformation
Analytical Rigor. Strong ability to translate people data into business narratives (dashboards, insights)
Agility. Proven experience managing change in complex, matrixed organizations

Work arrangement
No