Head Talent Management NTBI

Position Title: DGM Talent Management & Organizational Effectiveness

Reporting To: Head HR NTBI

Location: Chennai

Role Purpose (Why this role exists)
To architect and drive NTBI's integrated talent strategy, ensuring that performance, potential, and culture are not siloed but fused into a cohesive engine that fuels business agility. This role is tasked with moving beyond traditional HR metrics to create a self-sustaining talent ecosystem that anticipates future skill demands, de-risks leadership pipelines, and embeds inclusion into the organizational DNA.
 

Core Scope of Accountability
1. Performance Management - From Evaluation to Enablement

• Implement the annual performance cycle into a continuous, real-time feedback culture rather than a once-a-year compliance event.
• Drive the Goal Cascade across NTBI, ensuring every individual goal connects vertically to business strategy and horizontally to cross-functional alignment.
• Implement Quality-Adjusted Performance metrics... ensuring that output is measured not just by "what" but "how," integrating behavioral competencies and values.
• Lead the VC / Variable Pay calibration process, ensuring objective, fair, and defensible pay-for-performance decisions.

2. Succession & HiPo Management - Building the Leadership Bench

• Develop and sustain a robust, data-driven Succession Pipeline for all critical roles .
• Identify and nurture High-Potential (HiPo) talent through structured interventions, not just assessments, but targeted developmental rotations, mentoring, and exposure.
• Create a "Ready-Now" vs. "Future-Ready" succession dashboard, ensuring the organization never operates with a single point of failure.
• Partner with business heads to de-risk leadership continuity, especially in high-impact engineering and R&D functions.

3. Learning & Development (L&D) - Future-Skilling at Scale

• Shift L&D from a "training calendar" to a capability / skills-led transformation engine, focusing on future-critical capabilities
• Design a skills taxonomy for NTBI in line with Nissan, mapping current vs. desired skills across the organization and driving targeted upskilling/reskilling interventions.
• Establish measurable L&D ROI, linking learning completion to business outcomes (productivity, error reduction, innovation output).
• Drive certification partnerships with leading institutes and platforms to build technical and leadership depth.

4. Career Architecture - Clarity, Mobility & Growth

• Redesign the career framework, moving away from linear promotions to a multi-dimensional career lattice that offers lateral moves, cross-functional exposure, and skills-based progression.
• Champion Internal Mobility & IJP as a cultural norm, not an exception, ensuring that employees see growth pathways within NTBI rather than outside.
• Develop clear career pathways for high-demand roles with transparent competency expectations at each level.

5. DEI – Diversity, Equity & Inclusion (Embedded, Not Add-On)

• Shift DEI from a "check-the-box" metric to a business imperative—ensuring diversity in pipelines (campus hiring, laterals, leadership succession).
• Drive inclusive leadership by embedding DEI principles into performance assessments, hiring panels, and promotion decisions.
• Establish measurable DEI KPIs, gender parity at leadership levels, representation of underrepresented groups in STEM roles, and equitable pay analytics.
• Partner with Communications to tell authentic DEI stories that strengthen employer branding.

6. Culture & Employee Experience - The Invisible Force

• Design and drive Culture Roadmap for NTBI, ensuring values are not posters but lived behaviors.
• Lead the Employee Engagement / Pulse Survey strategy (including GES integration) and, more importantly, close the loop on Action Planning.
• Institutionalize continuous listening mechanisms, stay interviews, exit insights, and AI-driven sentiment analysis, to proactively address friction points.
• Embed psychological safety and psychological ownership as measurable cultural outcomes.

7. Talent Acquisition & Workforce Planning - Strategic Sourcing to Onboarding

• Lead end-to-end talent acquisition strategy, from demand forecasting to sourcing, selection, and onboarding, ensuring alignment with business growth and skill requirements.

• Drive workforce planning in partnership with Finance and BU heads, translating business strategy into a forward-looking talent demand map (GETs, laterals, leadership hires).

• Design and execute a multi-channel sourcing strategy, campus hiring (IITs/NITs/top engineering colleges), lateral hiring, niche skill acquisition (EV, ADAS, AI/ML, software-defined vehicles), and executive search.

• Own the employer branding narrative, positioning NTBI as an employer of choice in the automotive and technology ecosystem, both domestically and globally.

• Build a robust intern-to-GET pipeline, ensuring seamless conversion and reducing time-to-productivity for fresh talent.

• Establish and track TA metrics. Cost per Hire, Time to Fill, Quality of Hire, Offer Acceptance Rate, Diversity Sourcing and drive continuous improvement.

• Partner with the C&B team on competitive benchmarking to ensure offers are market-competitive and defensible.

• Ensure a world-class candidate experience, from application to onboarding, that reflects NTBI's culture and values.

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