Manager HRBP

Paperchase Accountancy (GDC); Ahmedabad District; Sur place; INR 1 100 000 - 1 900 000; Plein temps

Résumé du poste

Paperchase Accountancy (GDC) seeks a results-oriented Assistant Manager/Manager – HRBP to partner with the business unit, translating priorities into people interventions that drive talent effectiveness, experience and capability. This role sits with leaders to shape people practices that advance commercial outcomes.

The incumbent will own the full employee lifecycle for the unit—performance management, talent identification, engagement, retention and workforce analytics—ensuring HR

Qualifications

• MBA / PGDM in HR or related discipline.
• 6–9 years of progressive HRBP experience in a growth-oriented environment.
• Proven ability to translate business strategy into people interventions.

Responsabilités

• Act as strategic HRBP to business unit leaders on workforce planning and organization design.
• Own employee lifecycle from onboarding to exit with a focus on engagement and retention.
• Drive PMS cycles, goals, calibration and review governance for the unit.
• Lead HiPo identification, succession planning and development.
• Build MVP recognition, retention plans and EVP interventions.
• Partner with managers on employee relations, conflicts and governance.
• Develop dashboards and analytics to provide real-time people metrics.
• Support change management and culture initiatives at business-unit level.

Connaissances

HRBP

PMS (Performance Management)

Employee Engagement

People Analytics

Change Management

Stakeholder Management

Formation

MBA / PGDM in HR

Outils

HR Dashboards

Data Analytics

Description du poste

Paperchase Accountancy is seeking a results-oriented Assistant Manager/ Manager – Human Resources Business Partner (HRBP) to serve as a strategic people partner to an assigned business unit, translating business priorities into coherent people interventions that strengthen talent effectiveness, employee experience and organizational capability. This is not a transactional HR administration role; it is a mandate to sit at the table with business leaders and shape how people practices advance commercial outcomes.

Operating at the intersection of business strategy and employee experience, the incumbent will own the full employee lifecycle for the assigned unit — from performance management and talent identification to engagement, retention and workforce analytics — ensuring that every people intervention is grounded in business context and measured against business impact.

The successful candidate will be a credible advisor to line managers, a trusted point of contact for employees, and a builder of the mechanisms — dashboards, forums, frameworks — that make people decisions evidence-based rather than reactive.

Why This Role Matters

Paperchase operates in a competitive talent market where the ability to attract, develop and retain the right people is a direct driver of business performance. As business units scale and client commitments intensify, the quality of on-ground HR partnering determines whether growth translates into a stable, engaged and high-performing workforce.

The Manager – HRBP is the primary custodian of that partnership at the business-unit level. The role exists to ensure that performance conversations happen on schedule and add value, that high-potential talent is identified and nurtured rather than lost to attrition, that the employee voice is heard and acted upon, and that people data informs decisions rather than sitting unused in a dashboard. In short, the mandate is to make HR partnering a source of business advantage — practical, data-informed and close to the ground.

Key Responsibilities

The mandate spans eight interconnected domains, each carrying the weight expected of a business-facing HR partnering role.

1. Strategic HR Business Partnering

• Partner with business unit leaders on workforce planning, org structure design and organization effectiveness interventions aligned to business goals.
• Act as a trusted advisor to line managers on all people matters, bringing an informed, data-backed perspective to decisions on structure, capability and culture.
• Support the achievement of business goals through timely and relevant people interventions — from role redesign to team-effectiveness sessions.
• Translate business strategy into clear people priorities, ensuring the HR agenda for the unit is anchored in what the business is trying to achieve.

2. Employee Experience & Employee Value Proposition (EVP)

• Drive employee engagement initiatives that strengthen connection, motivation and pride in the organization across the assigned unit.
• Design and strengthen EVP interventions that make the organization’s value proposition tangible and differentiated in a competitive talent market.
• Improve the employee lifecycle experience end-to-end — from onboarding and induction through key milestones to exit — identifying and closing experience gaps.
• Build and execute retention strategies for critical and at-risk talent segments.
• Run Voice of Employee initiatives and pulse surveys to capture real-time sentiment across the workforce.
• Drive action planning from employee feedback, ensuring survey results translate into visible, tracked improvements rather than one-time reporting.

3. Performance Management System (PMS)

• Drive the annual and mid-year PMS cycles for the assigned unit, ensuring adherence to timelines and process quality.
• Facilitate goal setting and KPI alignment between individual objectives and business priorities.
• Support calibration discussions, bringing objectivity and consistency to rating distributions across teams.
• Drive performance review governance, ensuring reviews are conducted with rigour, fairness and documented evidence.
• Ensure communication and closure of PMS activities, keeping employees and managers informed at each stage of the cycle.
• Support promotion recommendations and performance improvement initiatives, partnering with managers on both recognition and remediation.

4. Talent Management & High-Potential Development

• Identify High-Potential (HiPo) employees through performance data, talent reviews and consistent people interactions.
• Drive talent review discussions and succession planning for critical roles within the assigned unit.
• Support career planning and development pathways that give high performers a credible line of sight to their next role.
• Build and track development interventions for high-potential talent, partnering with L&D on targeted capability building.
• Use performance data and employee interactions to identify future leaders ahead of formal promotion cycles.

5. MVP Identification & Talent Recognition

• Create and administer a consistent framework for identifying MVP (Most Valuable Performer) employees across the business unit.
• Drive recognition and rewards programmes that make consistent high performance visible and valued.
• Partner with leadership on identifying critical talent and top performers whose loss would materially impact business continuity.
• Build visibility and retention plans for MVP talent, ensuring they are known, engaged and appropriately rewarded.

6. Employee Relations & Voice of Employee

• Manage employee concerns and grievances with fairness, confidentiality and timely closure.
• Conduct employee connects and one-on-one discussions that surface issues before they escal
• Drive retention and engagement initiatives targeted at flight-risk and critical talent segments.
• Ensure positive employee relations by working closely with managers on early resolution of team-level issues.

7. People Analytics & Insights

• Build HR dashboards and analytics that give business leaders a real-time view of their people metrics.
• Track attrition, engagement, PMS and talent metrics, flagging trends before they become problems.
• Generate insights and recommendations from people data, translating numbers into specific interventions.
• Support data-driven decision making across the HR agenda, from workforce planning to retention strategy.

8. Change Management & Culture Initiatives

• Support organizational change initiatives at the business-unit level, helping teams transition through restructuring, process change or new ways of working.
• Drive culture-building interventions that reinforce desired behaviours and organizational values.
• Support communication and adoption plans for enterprise-wide change programmes, ensuring the business unit’s voice and concerns are represented.

Candidate Profile

Education

• MBA / PGDM in Human Resources or a related discipline.

Experience

• 6–9 years of progressive experience as an HR Business Partner, preferably within a fast-paced, growth-oriented organization.
• Demonstrated experience managing PMS cycles, including goal setting, calibration and review governance.
• Hands-on experience designing and running employee engagement programmes and pulse-survey mechanisms.
• Exposure to EVP design and employer-branding interventions.
• Experience identifying and developing High-Potential (HiPo) talent, including talent review and succession planning processes.
• Demonstrated employee relations experience, including grievance handling and conflict resolution.
• Working knowledge of building and using HR dashboards and people analytics for decision-making.
• Experience operating in fast-paced, matrixed or client-facing organizations where priorities shift quickly.