Job Description HR Executive - ITC
Job Description HR Executive - ITC
Job Description HR Executive - ITC
Position Specification
Please provide the justification for the additional manpower / role up gradation in the template
below:
1. What is the ‘Purpose of the Job’ for this position and its KRAs?
With increased scope for learning interventions on account of employee count and addition/
expansion of new categories (NBD, Spices, Lighthouse, NCD) as well as launch of new initiatives to
build a learning culture- it is recommended to add a HR Executive (OD) to the existing OD team
Annual Events:
o Increased complexities of existing initiatives : Ignite & EMA both introduction of new
categories; during YouReka & EMA multiple pre-launch events were held; GEM underwent
changes in design & modalities. These platforms witnessed increased reach of ~20% compared
to LY, cumulatively
o New initiatives: New Year Fitter You fitness initiative, Inclusive ChangeMakers awards, etc.
were taken up resulting in participation of 700+ employees across the division. It is planned to
launch “Learning Month” intervention across the division, with elements of gamification
similar to the Furo.Fit intervention
Learning interventions: In 2023-24, an additional 91% hours of training was clocked compared to LY
(29000 hours)
o Increased complexities of existing initiatives : Initiatives Leading Self were extended to ICML
locations to ensure maximum participation from manufacturing locations. like No existing
learning intervention (Managerial effectiveness, data & digital) were impacted or retracted
o New initiatives: iEvolve 2.0, Transcend, Manufacturing set-up orientation- Khurda & Jammu,
Learning Hours, etc. were undertaken. This year, we also introduced LinkedIn Learning with
elements of personalized learning as well as targeted learning journeys, clocking 3600+ hours
of training. It is planned to launch Capability Building in Technical function basis feedback from
iEvolve 2.0, and support similar interventions
Induction: With 50+ new joiners monthly, there is a need felt to increase touch-points in the 30-60-90-
day window and organize a higher number of cohort inductions
o Increased complexities of existing initiatives : Personalized induction journeys of L5 & above
were handed out to all new joiners & transfer ins with increased count in the same cohort;
administrative deliverables such sharing of physical workbooks; buddy allocations; etc. also
took place with increased count of employees & unique locations
1
o New initiatives: Finance CMA induction, campus GET/ GDT induction, TMT induction, etc. were
undertaken. Similarly, AUTs associated with TM&D were given a project in FBD to understand
brand roles in detail and shadow Sr. Brand Managers. It is planned to launch introduction of
PD Executive induction program in the next year
Hence, it is requested to add a new position – HR Executive (L7/ OD) to the L&OD team to aid HR
Manager – L&OD in ideation
2. What decisions will this position take that are distinct from what his/her supervisor or
subordinate will take.
Given that the role of proposed resource is that of Executive, it is expected that they aid in
Learning related all interventions as detailed above, by supporting HR Manager (L&OD). These
activities require careful consideration of divisional learning goals, cohort-wise learning
requirements, actioning feedback from internal stakeholders across levels/ functions/
locations, vendor co-ordination, etc. and hence, would require strong stakeholder
management skills and high bias for action
3. How is the work expected from this new resource being managed currently? What
responsibilities will be reallocated post this proposed change in structure.
Due to the relatively nascent stage of above-mentioned activities, this role is currently being managed
jointly and is split between HR Manager – L&OD, HR Manager- DEI & Wellness and existing HR
Executive – OD
4. In case the change is proposed on account of increase in complexity, please quantify change
in complexity via change in metrics/ dimensions