Vice President – Head of HR Strategy, Process Transformation & Change Management

Purpose of the Role

Lead the design and execution of SG GSC India’s future-ready HR operating model by translating global HR strategy and India business priorities into an integrated, multi-year transformation roadmap.

The role is accountable for end-to-end HR process redesign, operating-model evolution, strategic programme governance, digital enablement and enterprise change adoption across the employee lifecycle. As an individual-contributor and a member of the local HR EXCO, will work closely with the CHRO, HR leadership team, business leaders and global HR stakeholders to simplify and standardize HR processes, strengthen governance and controls, and deliver measurable improvements in employee experience, service quality, productivity, risk management and cost effectiveness in line with SG GSC India’s 2030 priorities.

Responsibilities in the Role

HR Strategy & Transformation Roadmap

·       Translate global HR strategy and SG GSC India business priorities into a multi-year HR transformation roadmap with defined outcomes, milestones, investment requirements and value-realization measures.

·       Define the target-state HR operating model, including accountabilities across HR Business Partners, Centres of Excellence, HR Operations, shared services and digital enablement teams.

·       Prioritize transformation initiatives based on business value, employee impact, risk, regulatory requirements and implementation feasibility.

·       Advise the CHRO and HR leadership team on emerging workforce, operating-model, service-delivery and HR technology trends.

End-to-End HR Process Redesign & Excellence

·       Own the enterprise framework for redesigning, simplifying and standardizing end-to-end HR processes across the employee lifecycle.

·       Lead current-state diagnostics and target-state design using Lean, Six Sigma, design-thinking and employee-journey principles.

·       Establish process ownership, decision rights, governance standards, service levels, controls and accountability for process performance.

·       Drive harmonization across functions and locations while accommodating valid regulatory and business-specific requirements.

·       Define and monitor process KPIs covering cycle time, quality, cost, compliance, service performance and employee experience, and build sustainable continuous-improvement capability across HR.

Transformation Portfolio & Programme Governance

·       Own the integrated portfolio of strategic HR transformation programmes and ensure alignment across functional workstreams.

·       Establish transformation office disciplines covering prioritization, planning, resourcing, dependencies, risks, issues and executive reporting.

·       Govern strategic programmes spanning talent, performance, rewards, learning, workforce planning, employee services and HR technology without displacing functional ownership.

·       Ensure HR initiatives are integrated with broader SG GSC India and global transformation programmes.

·       Track programme benefits, adoption, financial impact and operational outcomes, escalating delivery risks and recommending corrective action.

Digital, Data, Automation & AI Enablement

·       Partner with HRIS, Technology, Data, Risk and HR functional teams to define and deliver the digital HR roadmap.

·       Act as an assertive and proactive adopter of AI, with a strong innovation mindset, identifying and prioritizing opportunities for workflow automation, employee self-service, analytics, AI and intelligent case management.

·       Ensure technology solutions are enabled by redesigned processes, clear ownership, appropriate controls and robust adoption plans.

·       Promote data-led decision-making through actionable dashboards, process analytics and transformation insights.

·       Ensure digital solutions comply with data privacy, information security, model-risk, audit and regulatory requirements.

Enterprise Change Management & Adoption

·       Define the change-management approach for major HR transformation programmes and conduct stakeholder and change-impact assessments.

·       Develop integrated communication, engagement, capability-building, learning and adoption plans.

·       Enable senior leaders and people managers to act effectively as sponsors of change and mobilise change-champion networks across HR and the business.

·       Measure adoption, behavioral change, user experience and sustained business impact, implementing corrective interventions where required.

Stakeholder Leadership & Capability Building

·       Act as a strategic adviser to the CHRO, HR leadership team and SG GSC India leadership on HR transformation, operating-model and service-delivery priorities.

·       Represent SG GSC India in global HR transformation and process-governance forums, bringing local insights and ensuring effective execution of global priorities.

·       Work actively with global teams and contribute to global HR transformation initiatives, adapting enterprise priorities for effective local execution and sharing India insights with global stakeholders.

·       Build strong partnerships with HR Business Partners, Centres of Excellence, HR Operations, HRIS, Finance, Legal, Compliance, Risk and Technology.

·       Operate as a senior individual contributor, influencing without direct authority and mobilising multidisciplinary programme managers, change leads, process experts and analysts through strong stakeholder alignment and matrixed partnerships.

·       Build transformation, process-excellence and change-management capability across the wider HR organisation.

Key Success Measures

·       Delivery of the agreed transformation roadmap, milestones and business benefits.

·       Measurable improvements in process cycle time, service quality, productivity, cost effectiveness and employee experience.

·       Sustained adoption of redesigned processes, digital solutions and new ways of working.

·       Effective governance of transformation risks, controls, dependencies, investment and value realisation.

·       Improved transformation capability and ownership across the HR organisation.

·       Postgraduate degree in Human Resources, Management or a related discipline; recognized certifications in change management, programme management, Lean Six Sigma or design thinking are preferred.

·       15–20+ years of progressive HR experience, including substantial leadership experience in HR transformation, operating-model design, process excellence, strategic programme governance and enterprise change.

·       Proven track record of leading multi-year, cross-functional transformation programmes in complex, matrixed and regulated organizations.

·       Strong experience in BFSI and/or large global capability centers in India; exposure to global banking or financial services environments is strongly preferred.

·       Demonstrated expertise in end-to-end process redesign, shared-services optimization, HR technology enablement, automation, analytics and digital HR.

·       Strong commercial acumen and ability to develop business cases, prioritize investments, govern benefits and communicate effectively with executive stakeholders.

·       Sound understanding of Indian labour regulations, data privacy, information security, audit, risk and HR control requirements.

·       Strong leadership, influencing, problem-solving and stakeholder-management skills, with the ability to deliver through both direct teams and matrixed partnerships.

The role is accountable for end-to-end HR process redesign, operating-model evolution, strategic programme governance, digital enablement and enterprise change adoption across the employee lifecycle. As an individual-contributor and a member of the local HR EXCO, will work closely with the CHRO, HR leadership team, business leaders and global HR stakeholders to simplify and standardize HR processes, strengthen governance and controls, and deliver measurable improvements in employee experience, service quality, productivity, risk management and cost effectiveness in line with SG GSC India’s 2030 priorities.