Human Resources ( L&D) & SSDI

Sundaram Finance; Zhob; On-site; PKR 4,200,000 - 7,500,000; Full time

Job summary

Sundaram Finance Limited is seeking a senior leader to head the Learning & Development function and build the Skill Development Institute, aligning capability-building with long-term business needs.

The role oversees the full learning lifecycle, governance, and partnerships with colleges and training partners to create an employable talent pool and a strong leadership pipeline across the organization.

Qualifications

• MBA/PGDM in HR, Learning & Development, or related discipline.
• Certifications in L&D, instructional design, coaching, leadership development, or talent management would be an advantage.

Responsibilities

• Lead the Learning & Development strategy and capability-building initiatives.
• Design and oversee functional & frontline capability programs across key functions.
• Provide leadership for the Skill Development Institute and build industry-relevant training.
• Establish governance, analytics, and measurement of learning impact.
• Manage partnerships with colleges, training institutions, and external learning partners.
• Drive learning adoption, digital learning, and scalable content across locations.

Skills

Strategic L&D

Stakeholder management

Leadership development

Education

MBA / PGDM in HR, L&D, or related

Job description

To lead theorganization’s Learning & Development function and Skill DevelopmentInstitute, creating an integrated capability-building ecosystem thatdevelops employees, strengthens the leadership pipeline, builds job-readytalent, and supports the organization’s long-term business and talentrequirements.

The role will beresponsible for the complete learning lifecycle, from identifying capabilitygaps and designing learning interventions to measuring outcomes, while alsobuilding the Skill Development Institute as a strong platform for developingemployable talent and creating a sustainable talent pipeline.

Key Responsibilities

1. Learning & Development Strategy

• Develop and execute the organization-wide L&Dand capability-building strategy aligned with business priorities.
• Partner with Business Heads and HRBPs toidentify current and future skill requirements.
• Establish structured learning journeys acrossdifferent roles, levels, and functions.
• Drive a culture of continuous learning,capability building, and self-development.
• Create an annual learning calendar based onbusiness and employee development requirements.

2. Functional & Frontline Capability Building

• Design targeted learning programs for business,credit, collections, operations, customer service, risk, audit, andsupport functions.
• Strengthen induction and role-readinessprograms for new employees.
• Develop structured programs for frontline andbranch employees with focus on product knowledge, customer orientation,sales effectiveness, compliance, and productivity.
• Work with business teams to ensure learninginterventions address actual performance and capability gaps.
• Build structured development interventions forfirst-time managers, middle management, senior leaders, and identifiedhigh-potential employees.
• Design leadership development journeyscovering people management, business orientation, decision-making,collaboration, and strategic thinking.
• Support succession planning and internaltalent development through focused development programs.
• Establish coaching, mentoring, andmanager-development frameworks.

4. Skill Development Institute Leadership

• Provide overall leadership and strategicdirection to the Skill Development Institute.
• Develop industry-relevant training programsthat improve employability and job readiness.
• Build a structured curriculum covering financialservices fundamentals, customer handling, sales, digital capabilities,workplace skills, communication, and professional behaviour.
• Establish appropriate training, assessment,certification, and quality standards.
• Build partnerships with colleges,universities, training institutions, and other relevant ecosystem partners.
• Position the Institute as a potential talentfeeder for entry-level and frontline requirements, while maintainingappropriate selection standards.
• Track training completion, certification,placement, and progression outcomes.
• Strengthen the digital learning ecosystemthrough LMS, virtual learning, micro-learning, blended learning, andself-paced programs.
• Explore AI-enabled and technology-basedlearning solutions where they add meaningful value.
• Develop scalable learning content that canreach employees across locations.
• Build internal knowledge repositories andpromote peer-to-peer knowledge sharing.

6. Learning Effectiveness & Analytics

• Establish clear metrics to measure learningeffectiveness and business impact.
• Move beyond training attendance andparticipant feedback to evaluate application of learning and improvementin capability.
• Develop dashboards covering learningparticipation, completion, assessment scores, skill improvement,certification, and other agreed business outcomes.
• Continuously review programs and improve thembased on feedback and measurable outcomes.

7. Governance & Stakeholder Management

• Manage the L&D and Skill DevelopmentInstitute budgets effectively.
• Build and manage a strong network of internalfaculty, external trainers, academic institutions, and learning partners.
• Establish appropriate governance and qualitystandards across learning programs.
• Present capability-building priorities,progress, and outcomes to senior management.
• Ensure programs are aligned withorganizational policies, regulatory requirements, and business priorities.
• Learning strategy aligned with businesspriorities
• Employee learning coverage and programcompletion
• Improvement in functional and role-basedcapabilities
• New-joinee readiness and time-to-productivity
• Leadership development and internal talentpipeline
• Effectiveness of managerialcapability-building programs
• Skill Development Institute enrolment,certification and placement outcomes
• Creation of job-ready talent pipelines forrelevant roles
• Digital learning adoption
• Learning effectiveness and demonstratedapplication on the job
• Quality and cost effectiveness of learninginterventions
• Internal faculty and knowledge-buildingcapability

Desired Profile

Education

• MBA / PGDM in HR, Learning & Development,or a related discipline.
• Relevant certifications in L&D,instructional design, coaching, leadership development, or talentmanagement would be an advantage.

Experience

• Around 15+ years of overall experience,with significant experience in Learning & Development, TalentDevelopment, Capability Building, or related areas.
• Experience leading an L&D function orlarge-scale learning interventions.
• Exposure to BFSI/NBFC/Banking/FinancialServices would be preferred.
• Experience in managing an academy, trainingcentre, skill development initiative, or institutional learning modelwould be an added advantage.
• Strong experience partnering with seniorbusiness leaders and managing external learning/academic partners.
• Strategic Learning & Capability Building