Head – Centre of Excellence (COE)

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 Internal External 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.