Regional Chief Human Resources Officer — Mixed-Signal Portfolio

The mandate

A US mixed-signal portfolio is shifting investment from mature point products toward reusable power, sensor and interface platforms. The technical strategy is clear, but talent remains arranged around legacy products and individual experts. Some mature lines still carry customer and lifecycle obligations, while new programmes compete for analogue, layout, applications and product-engineering capability. The planned replacement Regional CHRO will translate the roadmap into a fair, executable workforce transition.

Approximately 525 employees and material partners span design, applications, product, operations and functions. The CHRO owns organisation design, workforce planning, talent, succession, reward, learning, employee relations and HR operations and reports to the Group Chief Executive or sponsor.

Workforce planning must follow tasks and product lifecycle. Mature products need enough engineering to support quality, customer change and end-of-life, not an arbitrary residual headcount. New platforms require architecture, reusable IP and customer-system skills that cannot all be hired quickly.

Knowledge transfer needs observed capability. Analogue judgement, layout trade-offs and failure analysis are not captured by slide decks. Experts will coach successors through real reviews and diagnostic cases before responsibility moves.

Organisation design should reduce duplicated product ownership without creating an inaccessible central team. Platform and market responsibilities, resource arbitration and customer escalation must be explicit. Managers need feasible spans and technical authority.

Reward and careers will recognise deep specialists as well as people leaders. Retention packages should be selective, time-bound and linked to meaningful work and transfer. Performance goals must not encourage abandonment of mature-customer obligations.

The incumbent will retire after a structured transition. The new CHRO should preserve trusted employee relations while making evidence-based decisions and complying with US employment and privacy obligations.

Leadership assessment will use roadmap-relevant situations. Candidates may be asked to resolve an architecture conflict, customer escalation or lifecycle-resource decision and demonstrate how they involve technical authority. Tenure and presentation alone will not establish readiness. Selection evidence will be documented and reviewed for adverse impact.

Location strategy must support collaboration without treating presence as a proxy for performance. Laboratory and secure work may require onsite access, while other tasks can be distributed. The CHRO will define role-based expectations, reasonable accommodation and team routines and ensure inconsistent manager preference does not distort opportunity.

Acquisition and contractor talent require integration into the same capability system. External specialists can accelerate the roadmap but may concentrate IP and knowledge outside the company. Statements of work will include transfer, supervision and data boundaries; conversion decisions will use fair criteria rather than informal sponsorship.

Workforce analytics will be used cautiously. Attrition propensity or skill inference can help prioritise human review but cannot decide promotion, retention or redundancy. The people leader will govern purpose, bias, access and appeal and retain accountable managerial judgement.

Manager communication will distinguish decided facts from proposals. Employees should understand why capability moves, what consultation remains and how individual decisions will be made. The CHRO will track inconsistent promises, equip managers to answer technical-career questions and provide a confidential escalation path.

US immigration and export-access implications will be handled through specialist advice without conflating them. Mobility plans require realistic lead time and contingency, while personal status data remains need-to-know. A critical roadmap role will not be staffed on an assumed future authorisation.

What you will own

• Translate roadmap and lifecycle obligations into workforce demand.
• Redesign platform, product and market accountabilities.
• Preserve mature-product support while staffing growth programmes.
• Lead succession and observed transfer of scarce technical judgement.
• Build specialist careers, reward and leadership assessment.
• Govern fair selection, redeployment, hiring and any restructuring.
• Strengthen employee relations and manager communication.
• Maintain HR operations, data privacy and workforce analytics.

The first 12 months

In the first 60 days, map critical capabilities to the roadmap, identify single experts and test lifecycle-support assumptions. Establish transparent workforce principles and the incumbent knowledge-transfer plan.

By month six, implement the target organisation, launch assessed transfers and fill priority gaps through mobility and hiring. Complete fair leadership decisions and specialist career architecture.

At twelve months, achieve ready cover for 90% of critical roles, transfer 95% of identified high-risk knowledge and retain 92% of designated scarce talent. Every mature product should have funded support ownership. No substantiated unfair-selection or privacy finding should arise, and new-roadmap staffing should meet approved gates without sustained excessive workload.

What the sponsor will measure

• Workforce allocation matching roadmap and lifecycle reality.
• Technical judgement transferred through observed practice.
• Platform accountabilities reducing duplication and escalation.
• Mature customers protected during talent movement.
• Specialist careers retaining depth without title inflation.
• Fair, trusted change through incumbent succession.

The person

You bring 18–22 years in semiconductor HR, including organisation and talent work with analogue or deep technical teams. You have supported a roadmap transition and preserved legacy obligations while moving scarce capability.

Your prior scope should include 400 employees and partners. Evidence must cover technical succession, product-to-platform redesign and a fair redeployment or restructuring. California employment, reward and privacy expertise and engineering credibility are required.

Compensation and terms

Base compensation is US$320,000–420,000 plus annual incentive linked to roadmap readiness, retention, succession, fair change and leadership. This permanent onsite San Jose role reports to the Group Chief Executive or designated sponsor. Timing will allow a planned retirement handover.

Confidentiality

The portfolio, roadmap, products, employees and organisation plans remain confidential. Detailed information follows fit, conflicts and signed confidentiality. Applicants must not contact employees or industry peers to infer the company.