HR head

Ample Success HR; India; On-site; INR 4,000,000 - 7,000,000; Full time

Job summary

Ample Success HR in Noida seeks an HR Head with 12-15 years of leadership experience and a mandatory defence background to build and lead the People Operating System, PMS, career frameworks, and compensation bands, driving employee engagement and succession planning across the organization.

The role requires strategic thinking, stakeholder management, and the ability to scale HR processes for a growing real estate/corporate workforce in India.

Qualifications

• MBA (HR) with 12–15 years of HR leadership experience.
• Defence background: Army Colonel/Lieutenant mandatory.
• Experience building PMS, career frameworks, and compensation structures.
• Ability to design scalable people systems and governance.
• Strong communication and stakeholder management.

Responsibilities

• Build and Own the People Operating System by designing PMS and calibration processes across functions.
• Create clear career architectures and progression paths shaped by documented capabilities.
• Set compensation philosophy and bands; partner with Finance on annual revisions.
• Decouple promotions from scores using Bar Raiser and skip-manager reviews.
• Lead development programs, onboarding, succession planning, and manager training.
• Present quarterly people health metrics to leadership.

Skills

HR Leadership

Performance Management

Career Architecture

Compensation & Incentives

Employee Engagement

Succession Planning

Onboarding & Induction

People Analytics

Education

MBA (HR)

Tools

HRIS

Job description

Job Title: HR HEADQualification - MBA (HR)Job Location - NoidaExperience - 12-15 yrs experienceAge - upto 45 yrsDefence Background - Army, Colonel, Lieutenant. (Mandatory)

WHAT YOU WILL ACTUALLY DO

1. Build and Own the People Operating System
   • Design and run ORGANIZATION's Performance Management System — define role-specific scoring formulas tied to actual job outcomes, lead quarterly calibration sessions across functions, and audit for rating drift, gaming patterns, and outliers where scores don't match real output.
   • Build the career architecture — clear levels, skills, and progression paths for every function so promotions are based on documented capability, not manager preference.
   • Set compensation philosophy and bands; partner with Finance on annual revision and incentive plan design across sales, recruiting, and corporate roles.
   • Decouple promotions from raw scores — bring Bar Raiser and skip-manager review into every meaningful promotion decision so the system remains merit-driven, not political.
2. Drive Employee Development and Organizational Health
   • Own employee engagement — quarterly eNPS pulse, action planning with department heads, and visible follow-through on what the data surfaces.
   • Build internal mobility — every employee has a documented career path within twelve months; high-potentials get visible development opportunities ahead of attrition risk.
   • Run succession planning for the top thirty roles so no single departure can stall a project or function.
   • Lead the manager training program — the strongest lever we have for retention and team performance, and the one most companies underinvest in.
   • Evolve onboarding into a structured 30-60-90 journey that compresses time-to-productivity for every new hire across sales, corporate, and leadership tracks.
3. Lead the People Function and Partner with Leadership
   • Build and develop the HR team — Talent Manager (employee development and PMS execution), Head of Talent Acquisition, HR Business Partners across functions, and HR Operations.
   • Coach department heads on team-level people issues — performance gaps, retention risk, conflict, and organizational redesigns as new projects launch.
   • Be the senior point of accountability for sensitive matters — POSH cases, harassment investigations, sensitive exits, compensation inequities, and regulatory compliance.
   • Present quarterly people health to leadership: attrition, eNPS, hiring funnel, manager effectiveness, capability gaps, and the next ninety days of focus.

WHO WE'RE LOOKING FOR

We care about how you think. We are looking for someone who has built people systems, not just administered them.

• Builder, not maintainer: You have set up Performance Management, career frameworks, or compensation structures from scratch — not just inherited and tuned someone else's. You can show us what you built, why, and what changed because of it.
• Calibrator: You believe ratings drift without active management, and you have run calibration sessions where you said “no” to a department head's inflated rating. You can describe one of those moments.
• Operator with strategic instincts: You have run a people function at 300+ scale through a doubling phase. You know which decisions belong to you vs you team. You don't try to do everything yourself.
• Crisis-grade judgment: You have led a sensitive investigation — POSH, conflict, integrity issue — and can describe how you balanced fairness, legal exposure, and culture without pretending these never collide.
• Direct communicator: You will tell a department head their team has a culture problem before it becomes everyone's problem. You will tell us when our compensation is uncompetitive. You don't soften the message until it's useless.

Nice to Have:

• 10–15 years in HR with at least 5 in a leadership capacity
• Experience in real estate, construction, or any sector with both white-collar and field-heavy workforce
• Background in NCR or Tier-1 Indian markets
• Familiarity with HRIS platforms and modern people analytics