Talent Bar and Talent Density
● Raising the talent bar across Product, Analytics, Engineering and Data by partnering closely with
hiring managers and Talent Acquisition on role design, calibration and interview rigour.
● Building a clear and honest view of talent density across the function: knowing where the strength
sits, where the gaps are and what it will take to close them.
● Driving internal development, mobility and succession so critical roles have credible internal
successors and not only external pipelines.
● Owning workforce planning for Tech, keeping headcount, skills and structure aligned to the product
and engineering roadmap.
Employee Experience and Org Connectedness
● Shaping how people experience Licious through continuous listening: surveys, skip levels, focus
groups and the informal channels that surface the real signal.
● Translating listening data into action plans with named owners, clear timelines and follow through
● Partnering on rituals, forums and communication that keep Tech connected to the business, the
consumer and the product.
Leadership Ecosystem and Capability Building
● Building the leadership ecosystem Licious needs to execute and scale: identifying, developing and
coaching managers and senior leaders across Tech.
● Keeping the organisation transformation ready by anticipating structure, capability and culture
needs ahead of time rather than reacting to them.
COE Ownership
● Owning a company wide COE mandate alongside the HRBP charter, with Performance
Management being a strong possibility.
● Building or reshaping the performance philosophy, cycle design, calibration approach and the
manager enablement that has to go with it.
● Driving adoption across business units, holding a consistent bar and making the process something
managers find genuinely useful.
● Measuring the impact of the COE charter through data and improving it every cycle.
Business Partnership and Culture
● Partnering with Tech leadership as a real thought partner on org design, capability, culture and
business priorities.
● Using people data to spot attrition risk, engagement dips and structural issues early, and bringing
solutions rather than dashboards.
We hope that you..
● Bring 8 to 12 years of HR experience with strong HRBP depth, including meaningful time partnering
Product, Engineering, Analytics or Data teams.
● Bring real COE experience, ideally Performance Management, whether that meant building a
framework from scratch or fixing one that had stopped working.
● Are comfortable with ambiguity, and can hold a team steady while the org around it is still taking
shape.
● Have used listening mechanisms seriously: you know how to run them, how to read what they are
really saying and how to convert them into visible action.
● Are data fluent and can build a case with numbers in a room full of analytical people who will ask
you exactly where the number came from.
● Bring a strong bias for execution: you build, ship, measure and improve instead of waiting for the
perfect plan.
● Are excited about building the people engine for a brand that is changing how India eats, and are
ready to be hands on to do it.
