Head Talent Management NTBI

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

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

Driveworkforce planningin partnership with Finance and BU heads, translating business strategy into a forward-looking talent demand map (GETs, laterals, leadership hires).

Design and execute amulti-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 theemployer brandingnarrative, positioning NTBI as an employer of choice in the automotive and technology ecosystem, both domestically and globally.

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

Establish and trackTA 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 oncompetitive benchmarkingto ensure offers are market-competitive and defensible.

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

Professional Qualifications

• Education. MBA from a top-tier B-School / PG in HR from a recognized institution

• Experience.14-18 years in Talent Management / OD / HR Business Partnering, with at least 5 years in a leadership role
• Industry Preference. Automotive / Engineering / Technology / Manufacturing preferred
• Expertise. Deep experience in Performance Mgmt, Succession Planning, L&D, DEI, and Culture transformation
• Analytical Rigor. Strong ability to translate people data into business narratives (dashboards, insights)
• Agility. Proven experience managing change in complex, matrixed organizations

Job Family

Human Resources

Renault Group is committed to creating an inclusive working environment and the conditions for each of us to bring their passion, perform to the full and grow, whilst being themselves.
We find strength in our diversity and we are engaged to ensure equal employment opportunities regardless of race, colour, ancestry, religion, gender, national origin, sexual orientation, age, citizenship, marital status, disability, gender identity, etc. If you have a disability or special need requiring layout of the workstation or work schedule, please let us know by completing this form.

In order to follow in real time the evolution of your applications and to stay in touch with us, we invite you to create a candidate account. This will take you no more than a minute and will also make it easier for you to apply in the future.

By submitting your CV or application, you authorise Renault Group to use and store information about you for the purposes of following up your application or future employment. This information will only be used by Renault Group companies as described in the Recruitment Privacy Information Policy.