ROLE PURPOSE
Own the design of VISL’s people processes, policies and systems, and the change work needed for them to be adopted. The COE makes sure regions execute simple, well-designed and well-controlled processes, and that concept development, design and stakeholder alignment no longer depend on the CPO alone.
KEY RESULT AREAS AND RESPONSIBILITIES
Process, policy and documentation
- Own the design, documentation and continuous improvement of TAM’s people processes across the current intended scope.
- Set standards, controls and service levels that Field HR and Administration execute against.
Compensation and benefits
- Build VISL’s C&B capability as a priority: salary structures, increments, variable pay, benchmarking and budgeting.
- Ensure annual compensation cycles are accurate, on time and fairly governed.
Performance and talent management
- Run goal setting, performance management, talent reviews and succession processes end-to-end.
- Provide talent data and insight that leadership uses for decisions.
Learning, engagement and employee experience
- Guide the L&D and engagement stream on capability priorities, programmes and engagement action planning.
- Design lifecycle experiences that are consistent across regions.
HR operations, technology, payroll and compliance
- Govern payroll, statutory compliance, HR technology, MIS, master data and audit, including outsourced partners.
- Drive automation of routine work (onboarding, master-data workflow, MIS, compliance tracking) with clear ownership.
Integration and change
- Lead HR integration for Purva, Midex and future acquisitions and coordinate new HR initiatives.
- Plan communication and adoption so new processes actually stick.
KEY PERFORMANCE INDICATORS
- Annual cycles (goal setting, PMS, increments, variable pay) delivered on schedule
- Payroll accuracy and on-time disbursement
- Statutory compliance and audit observations closed
- Process documentation coverage and adoption across regions
- MIS / master-data accuracy and timeliness
- HR technology adoption and automation milestones
- Learning coverage and effectiveness; engagement action-plan closure
- Vendor service-level performance
Targets for each measure are set in the annual goal-setting cycle.
KEY INTERFACES
- Chief People Officer
- Head – Field HR and Regional HRs
- Corporate HR / Talent Acquisition
- Head – Administration
- Finance, IT and business leadership
- Payroll, compliance and HR technology partners
- Compensation benchmarking and L&D partners
- Auditors
DECISION RIGHTS
- Owns process and policy design proposals for approval
- Sets standards and controls for COE streams and outsourced partners
- Recommends compensation and talent decisions to the CPO
- Exact financial authority to be confirmed against VISL’s Delegation of Authority
QUALIFICATIONS AND EXPERIENCE
| Education | MBA / PGDM in HR or equivalent; C&B certification an advantage |
| Experience | 15+ years in HR, including 5+ years leading COE, C&B or HR operations teams in a multi-location organization |
Knowledge and skills
- Compensation design, budgeting and analytics
- Performance and talent management design
- Payroll and statutory compliance governance; managing outsourced partners
- HRMS implementation and automation (Keka or similar); ERP interface (SAP)
- Process design and change management
VASHI COMPETENCY PROFILE – LEVEL 5
All 14 competencies that apply at Level 5 in the Vashi competency framework are listed. Must-have competencies are critical for success in this role and are assessed first at selection; good-to-have competencies are developed in the role.
| Competency | Priority | QUICO value | What it looks like in this role |
| Cultivates Innovation | Thought | Must-have | Innovation, Frugality & Sustainability | Designs new and better HR processes, pilots them and scales what works. |
| Balancing Stakeholders | Thought | Must-have | Unified in Integrity | Designs processes that work for employees, managers, regions, Finance and the leadership at once. |
| Digital Quotient | Thought | Must-have | Innovation, Frugality & Sustainability | Sets the HR technology and automation roadmap; uses data for decisions on pay, talent and process. |
| Optimises Work Processes | Results | Must-have | Innovation, Frugality & Sustainability | Simplifies and integrates people processes so regions deliver without intensive oversight. |
| Ensures Accountability | Results | Must-have | Ownership & Entrepreneurial Spirit | Holds stream leads and partners to clear metrics, milestones and controls. |
| Instills trust | Self | Must-have | Unified in Integrity | Protects confidential pay and employee data; is consistent and transparent in decisions. |
| Customer Focus | Thought | Good-to-have | Customer Centricity & Service Excellence | Designs processes around what employees and managers actually need; uses their feedback to improve. |
| Resourcefulness | Results | Good-to-have | Innovation, Frugality & Sustainability | Balances many streams and partners; builds capability without adding cost unnecessarily. |
| Closing Capability | Results | Good-to-have | Quality & On-Time Excellence | Delivers annual cycles and projects to deadline, every time. |
| Collaborates | People | Good-to-have | Unified in Integrity | Co-designs with Field HR, Administration, Finance and IT rather than designing in isolation. |
| Attracts Top Talent | People | Good-to-have | — | Builds a strong specialist team in C&B, analytics, L&D and HR operations. |
| Drives engagement | People | Good-to-have | Unified in Integrity | Keeps the COE team motivated and recognises good work. |
| Situational adaptability | Self | Good-to-have | Ownership & Entrepreneurial Spirit | Re-prioritises the design agenda as business and integration needs change. |
| Self-development | Self | Good-to-have | — | Keeps own expertise current in C&B, HR technology and talent practice. |
EXPECTED BEHAVIOURS – LEVEL 5
Behaviors as defined in the Vashi competency framework (BARS) for this level. The full rating anchors are used in the competency-based interview guide and performance reviews.
| Competency | Behaviors expected |
| Cultivates Innovation | Creating new and better ways for the organization to be successful. |
- Nurtures and develops promising ideas through prototyping and experimentation.
- Challenges others to develop breakthrough solutions.
- Ensures that varied perspectives are included in the process of innovation.
- Encourages others to address challenges in new and better ways.
| Balancing Stakeholders | Anticipating and balancing the needs of multiple stakeholders. |
- Draws on multiple stakeholder perspectives and approaches to find optimal solutions.
- Encourages others to seek perspectives from stakeholders.
- Ensures that others demonstrate strong ethics and cross-cultural sensitivity when making decisions.
- Helps others identify and anticipate stakeholder requirements, expectations, and needs.
| Digital Quotient | Ability to understand, adopt, and leverage digital technologies to improve operational efficiency, decision-making, and customer experience. |
- Strategic digital vision
- Integrating digital into business strategy
- Leading large-scale digital transformation.
- Data Driven Decision Making
| Optimises Work Processes | Knowing the most effective and efficient processes to get things done, with a focus on continuous improvement. |
- Analyzes problems and process breakdowns to ensure that improvements are made.
- Focuses others on driving continuous improvement and quality outcomes.
- Employs systems, processes, and workflows that help others deliver results without intensive managerial involvement.
- Optimizes and integrates large-scale systems to improve quality and service.
| Ensures Accountability | Holding self and others accountable to meet commitments. |
- Accepts responsibility for successes and failures of own work and the team’s work.
- Holds self and team accountable for outcomes (e.g., achieving goals and complying with policies and procedures).
- Monitors metrics and milestones to chart progress against expectations and accountabilities.
- Designs feedback processes into the work.
| Instills trust | Gaining the confidence and trust of others through honesty, integrity, and authenticity. |
- Demonstrates consistency between words and actions, gaining others' trust.
- Models reliability and ensures that the team meets its commitments.
- Maintains honesty and authenticity and encourages others to do the same.
- Is trusted to represent or protect the interests of others fairly.
| Customer Focus | Building strong customer relationships and delivering customer-centric solutions. |
- Addresses gaps in the workgroup’s ability to meet emerging customer needs.
- Gathers customer satisfaction input on behalf of the team.
- Holds others accountable for meeting customer needs.
- Aligns business processes to work with those of customers.
| Resourcefulness | Securing and deploying resources effectively and efficiently. |
- Balances multiple projects or work streams to ensure progress is made.
- Pushes others to find ways to conserve resources.
- Marshals the resources (e.g., funding, equipment, processes, staffing) needed to accomplish team objectives.
- Gets the most out of the available team resources.
| Closing Capability | Consistently achieving results, even under tough circumstances. |
- Pushes others to achieve results.
- Leads others to persist despite setbacks or obstacles.
- Fosters a sense of urgency in the team for reaching goals and meeting deadlines.
- Drives a track record of success for the team.
| Collaborates | Building partnerships and working collaboratively with others to meet shared objectives. |
- Credits others for their contributions and accomplishments.
- Encourages people to express their views openly.
- Facilitates effective collaboration among coworkers and external partners.
- Involves others in making decisions on behalf of the group.
| Attracts Top Talent | Attracting and selecting the best talent to meet current and future business needs. |
- Portrays the organization in ways that entice others to join.
- Hires people who demonstrate long-term organizational fit and sustained contribution.
- Gains an understanding of candidates’ strengths and weaknesses.
- Pursues and attracts talented candidates for key roles.
| Drives engagement | Creating a climate where people are motivated to do their best to help the organization achieve its objectives. |
- Empowers others with meaningful decision making and ownership.
- Ensures that all team members are motivated to work toward common goals.
- Celebrates the team’s successes along the way.
- Provides praise, recognition, and rewards for strong performance.
| Situational adaptability | Adapting approach and demeanor in real time to match the shifting demands of different situations. |
- Adapts or shifts priorities in response to the needs of clients, constituents, or the organization.
- Helps the workgroup adapt approach to new situations.
- Knows when to shift approach and when to stay the course in the face of changing demands.
- Sets an example of adaptability.
| Self-development | Actively seeking new ways to grow and be challenged using both formal and informal development channels. |
- Aligns own development plans with the goals and values of the organization.
- Continuously improves own leadership capabilities.
- Models personal development by continuously expanding own knowledge and skills.
- Pursues challenging assignments and career opportunities that stretch and build own capabilities.
QUICO VALUES IN ACTION
| Value | What it means in this role |
| Quality & On-Time Excellence | Delivers accurate payroll, compliance and cycles on time, every time. |
| Unified in Integrity | Keeps pay, performance and personal data confidential and decisions fair. |
| Innovation, Frugality & Sustainability | Uses automation and partners frugally to scale HR without proportional cost. |
| Customer Centricity & Service Excellence | Designs processes around the needs of employees and managers. |
| Ownership & Entrepreneurial Spirit | Owns the people-process agenda end-to-end and drives it to adoption. |
