Purpose

This is a blended HR role, combining enterprise Talent Management, Learning & Development and Performance Management ownership (approximately 60% of the role) with HR Business Partnering + Digital Transformation for defined business teams (approximately 40%). The role will drive SPNI's talent strategy, strengthen the leadership pipeline, succession, learning and performance management systems, while staying close to the business through hands-on HRBP ownership - bringing enterprise design and on-ground execution together in one role.

The ideal candidate will have core expertise and track record of driving Talent Management, L&D and Performance Management, along with hands-on HRBP experience and will be equally comfortable operating in both spaces. The candidate must be able to have a larger pan-company perspective to design interventions and influence other BUs, while building deep business acumen and depth for the part of the business they directly partner.

Key Responsibilities

A. Talent Management, L&D & Performance Management

Talent Management

Design the enterprise Talent Management strategy aligned to SPNI's business and growth priorities, by leveraging Build/Buy/Borrow levers.
Talent 2 Value - Develop strong business acumen and sector understanding to define high value roles in the company, closely linked to growth priorities. Design and implement a plan of action to ensure top talent is casted into these roles.
Drive talent reviews, succession planning and identification + development of high-potential talent across the organisation.
Define the career framework for the wider organization including principles and guidelines for internal talent mobility, both horizontal and vertical career moves.
Leverage Tech & AI for new-age talent management, with transparency, speed and consistency as key pillars.

Leadership Development

Design and execute leadership development interventions across levels, with particular focus on current and future leaders.
Build differentiated interventions for emerging leaders, high potentials and senior leadership. Partner with external leadership institutions, coaches and development partners where relevant
Track the effectiveness and business impact of leadership development initiatives.

Mission-Critical Business Capabilities

Lead the Learning & Development strategy across SPNI. Identify future-critical capabilities on content, revenue and digital/technology in partnership with business and HR leaders
Build learning journeys using a blend of formal learning, experiential learning, coaching, mentoring and digital interventions
Ensure L&D investments are aligned to business priorities and measurable outcomes.

Assessments & Talent Diagnostics

Leverage business insights, leadership feedback and data analytics to identify critical success factors for high performance at SPNI.
Use this to design assessment methodologies using partnerships with assessment and talent diagnostic providers
Ensure assessments translate into meaningful decisions on selection, advancement and development interventions for key talent.

Performance Management & Talent Processes

Own the enterprise Performance Management cycle end-to-end - goal setting, mid-year and annual reviews, ratings calibration - in close partnership with HRBPs and business leaders
Simplify and continuously improve the performance management framework, tools and calibration process
Continuously evolve talent processes to make them simple, differentiated and business relevant
Use talent data and insights to identify trends, risks and opportunities.

Stakeholder Partnership & Influence

Act as a trusted advisor to senior business leaders on talent and leadership matters Influence senior stakeholders without relying solely on formal authority
External orientation and thought leadership – Get the best of knowledge and perspective from Sony Pictures global teams + external best practices in India to continuously challenge the status quo and sharpen SPNI's HR practices and policies.

B. HR Business Partnering

Act as the HR Business Partner for a defined business group, providing end-to-end generalist HR support – strategic advisor, organization design, workforce planning and day-to-day people management
Drive the local execution of performance management, compensation reviews and organisation/role changes for the aligned business
Be the first point of contact for employee queries, policy interpretation and grievance resolution within the aligned business
Drive engagement, culture and people initiatives for the business group
Bring on-ground business insight back into enterprise Talent Management, L&D and Performance design, keeping enterprise frameworks grounded in real business needs

More details on the business team for this candidate to partner will be shared in due course as we run this search.

Key Metrics

Succession coverage and leadership readiness for critical role
Retention and progression of HiPos and critical talent
Effectiveness and impact of leadership development and learning interventions
Internal mobility and stakeholder satisfaction with talent processes.
Employee relations TAT, resolution quality and query closure for the aligned business
Engagement scores and attrition trends within the aligned business group

Critical Competencies

Strategic thinker with strong business acumen, curiosity and bias for execution
Strong executive presence and stakeholder management to influence a wide group of senior leaders and rally the HR team on key interventions.
External orientation - Keep an eye on M&E sector transformation, competitive intelligence, scan the world for best people practices and use this to design the SPNI HR innovation roadmap for the near-term and medium -term.
Versatility to operate with equal comfort in enterprise-level strategic design and in day-to-day, on-ground business partnering

Technical Competencies

Talent Management & Succession Planning
Leadership Development, Learning & Capability Building
Talent Assessments, Psychometrics & Development Centres
Talent Reviews, HiPo, Career & Internal Mobility frameworks.
HR Business Partnering - employee relations, engagement and generalist HR execution

Ideal Candidate Profile

12–14 years of overall experience, with demonstrated excellence in Human Resources and at least 9–10 years of experience in Learning & Development and Talent Management.
At least 5 years of hands-on HR Business Partnering experience, with strong business acumen and the ability to translate business priorities into people interventions
Postgraduate qualification from a Tier I or Tier II institution.
Excellent communication and stakeholder management skills, with strong executive presence.
Strong ability to influence and convince leaders and business stakeholders, build alignment and secure buy-in for talent, learning and people interventions.

This role is best suited to someone who has deep, demonstrated expertise in driving Talent Management, Learning & Development and Performance Management at an enterprise level, and who also brings meaningful hands-on experience of partnering a strategic Business Unit. Candidates who have operated across both spaces - with their core strength and track record in Talent Management/L&D/Performance Management - are ideally placed for this role.

Head Talent Management, L&D & Performance Management + HR Business Partner