CHRO – Workforce Integration — Export Manufacturing Platform

The mandate

An export manufacturer combined two businesses with complementary customer approvals and overlapping plants. The CHRO will integrate these into one workforce, harmonising grades, shifts, incentives, supervisor spans, skill certification and contractor practices across sites. Product families move between sites and require consistent labour assumptions and clear accountabilities.

The CHRO – Workforce Integration will lead approximately 2,250 employees and material partners through organisation, leadership selection, workforce harmonisation, industrial relations, capability and change. Operations owns the production system and finance validates synergy. The CHRO owns fair people process and whether the workforce model can execute the combined network without breaking customer, legal or safety obligations.

Export approvals complicate movement. Customers may qualify named plants, processes and certified skills; redeployment or role change can require training and evidence before work transfers. The executive must distinguish real qualification constraints from legacy protection and sequence change with quality and customer teams.

Harmonisation does not mean selecting the most generous or cheapest legacy term. Pay, allowance, shift and career differences need principle, affordability, consultation and a transition path. The appointee must explain what becomes common, what remains location-specific and why.

The two businesses also use contract labour differently. At one site, contractors perform bounded support work; at another, they occupy long-running production roles with different supervision and benefits. The CHRO must map actual work, tenure and legal exposure before harmonisation, correct any unsafe or inappropriate deployment and ensure productivity cases include vendor margin, turnover and training.

Employee transfer affects practical life beyond the factory gate. Shift timing, transport, canteen, housing and family relocation may determine whether certified talent can move. The integration plan will price and communicate those conditions, offer realistic alternatives and avoid describing a role as accepted until the employee can perform it at the receiving location.

Why this seat is open

The integration CHRO departed unexpectedly for health reasons after completing diagnosis but before workforce decisions. The board needs an urgent replacement who will independently verify inherited recommendations and proceed with credibility. Interim employee-relations coverage protects current commitments; the new leader will receive all consultation and assessment records.

What you will own

• Translate the combined production and footprint plan into roles, spans, shifts, skills and decision rights.
• Run fair executive and plant-leadership selection with documented criteria and independent moderation.
• Harmonise grades, reward and working practices through lawful consultation and affordable transition.
• Create verified skills and certification records linked to customer and process requirements.
• Plan redeployment, reskilling and responsible reduction without transferring hidden work to contractors.
• Align contractor standards, safety, attendance and supervision across sites.
• Protect customer approval and production continuity during workforce moves.
• Build integration ownership in plant leaders and a post-integration succession plan.

The first 12 months

In the first 60 days, validate workforce and skills data, review inherited selections and observe work in both legacy networks. Identify immediate flight, industrial-relations and customer-qualification risk. By day 90, present target organisation, harmonisation principles, consultation sequence and a productivity-to-workforce bridge.

By month six, complete first-wave leadership appointments, implement common role standards and launch priority reskilling. Begin agreed workforce and shift transitions with receiving-site readiness. Retire duplicate committees and ensure every synergy has operating ownership and finance evidence.

At twelve months, place 90% of target roles substantively, harmonise priority job families and reduce overtime or contractor cost in selected value streams by 20%. Critical-skill regretted attrition should stay below 8%, training certification should exceed 95%, and labour-productivity improvement should reach 15% in transferred families without a material customer, safety or industrial-relations failure.

What the board will measure

• Production continuity and customer qualification through workforce moves.
• Fairness and speed of leadership and employee decisions.
• Productivity and synergy validated without hidden contractor or overtime transfer.
• Skills, certification and succession in critical export processes.
• Industrial-relations stability and credible consultation.
• Plant ownership of the combined workforce model after integration governance ends.

The person

You have 18–22 years in manufacturing HR and have integrated workforces after acquisition, plant consolidation or network redesign. You have managed industrial relations, grade harmonisation and skill transfer where customer or regulatory approval constrained timing. Export manufacturing experience is important.

Your record should include at least 1,500 employees and partners across several sites. You can quantify roles combined, productivity achieved and critical talent retained, and explain a legacy difference you deliberately preserved. References will focus on fairness, plant credibility and whether finance validated the people synergy.

The role is onsite in Hyderabad with extensive plant travel and reports to the Group Chief Executive or designated executive sponsor.

Compensation and terms

The fixed package is ₹2.2–3.0 crore plus performance variable linked to integration, productivity, critical skills, industrial relations and leadership. This permanent onsite Hyderabad role reports to the Group Chief Executive or designated sponsor and requires extensive site travel. Notice up to six months may be considered with protected interim governance.

Confidentiality

The manufacturer, acquired businesses, customers, plants and workforce plans remain confidential. Further materials follow reciprocal relevance, conflict checks and a signed undertaking. Scale and facts are deliberately blended; candidates must not approach unions, customers, suppliers or employees to identify the organisation.