FINAGG Technologies Private Limited
Website:
finagg.in
Job details:
FINAGG TECHNOLOGIES
AVP / Senior Manager – Human Resources
Talent Acquisition & HR Operations
Noida, Delhi NCR | Full-time, on-site | Reports to the Chief Financial Officer
1. About FinAGG
FinAGG is a Noida-headquartered MSME fintech group building cash-flow-based lending infrastructure for India’s small businesses. Our platforms turn GST and business cash-flow data into credit — in partnership with some of the country’s largest banks and NBFCs.
• FameScore Private Limited — RBI-authorised Technology Service Provider / Specified User and GST Suvidha Provider (GSP).
• FinAGG Services — Lending Service Provider (LSP) under RBI’s Digital Lending Guidelines, running digital lending programs for partner banks and NBFCs.
• QCF Capital — NBFC-ND, our own-book lending arm.
The team is a mix of BFSI, technology, credit, field-sales and operations talent, and it is scaling across all four. We run internally on a HAT framework — Honesty, Accountability, Transparency — and we expect the person in this role to be its custodian in every hiring, feedback and exit conversation.
2. Why this role exists
HR at FinAGG today runs as an execution desk — competent at transactions, but without a single owner for talent strategy or for making our people processes audit-clean. Three things have changed that:
• We are hiring at the top of the house (a Chief Business Officer, senior BFSI leadership) and at scale at the bottom (field sales, ops, credit) at the same time — two very different hiring engines.
• We are running a campus / Entrepreneur-in-Residence intake from the IIMs, which needs institutional relationships, not one-off outreach.
• We now operate a regulated NBFC alongside a TSP and an LSP. HR records, background verification and statutory compliance are inspected — by statutory auditors, by RBI, and by every bank partner running due diligence on us.
This role is the layer between our HR execution team and the CFO: one person who owns talent acquisition end-to-end and makes HR operations accurate, compliant and self-running.
3. Reporting and team
• Reports to: Chief Financial Officer (dotted line to the Co-Founder & CEO)
• Directly manages: HR Executive (existing), plus one talent acquisition hire to be added under this role
• Partners with: CEO, CTO, Business and Sales leadership, Risk & Collections, Finance and Compliance
• Manages externally: External retained recruiters for leadership mandates, campus placement cells, payroll and compliance vendors
4. What you will own
A. Talent Acquisition — the core of the role (roughly 50–60% of your time)
• Own the hiring plan with every business head — roles, numbers, timelines, budget — and hold them to it.
• Run the full funnel in-house for junior and mid-level roles: sourcing, screening, panel coordination, feedback, closure.
• Manage retained and contingency recruiters for leadership mandates — brief them properly, hold them to SLAs, and evaluate them on quality of shortlist, not volume.
• Build a direct sourcing engine — LinkedIn, Naukri, structured referrals, BFSI and fintech networks — so that agency dependence and cost per hire come down quarter on quarter.
• Own the campus track: IIM and Tier-1 B-school management trainee / EIR intake, and Tier-2 campuses for credit and operations roles.
• Run volume hiring for field sales and the DSA channel across multiple geographies, with a repeatable screening bar.
• Bring discipline to how we interview: written JDs, structured scorecards, defined panels, feedback within SLA, no candidate left without an answer.
• Close offers — comp benchmarking with Finance, the ESOP narrative, negotiation, and staying close to candidates between offer and joining so drop-offs stay low.
• Publish a weekly recruitment dashboard: open roles, stage-wise funnel, time-to-fill, source mix, offer-to-join conversion, cost per hire.
B. HR Operations (roughly 30%)
• Payroll inputs, full and final settlements and reimbursements — accurate and on time, every month, with Finance.
• Own the HRMS as the single system of record: attendance, leave, employee master, document vault. Clean it up first, then keep it clean.
• Onboarding: day-one readiness (systems, assets, seat, induction), documentation and background verification completed before confirmation — not after.
• Exits: structured exit interviews, asset and access recovery, relieving documentation, and an attrition analysis that management can act on.
• Employee lifecycle letters and records — offer, appointment, confirmation, transfer, increment, relieving — issued accurately and filed retrievably.
• Be the first point of resolution for the team on anything HR: policy, payroll, leave, insurance, grievances.
C. Compliance and audit readiness (roughly 10%) — non-negotiable
• Statutory compliance end-to-end: PF, ESI, Professional Tax, Gratuity, Shops & Establishments registrations, Labour Codes, and POSH — including constituting and running the Internal Committee and filing the annual return.
• Employee background verification, code-of-conduct and conflict-of-interest declarations; support fit-and-proper documentation for NBFC KMPs and directors alongside Compliance.
• Maintain HR records that stand up to statutory audit, RBI inspection and bank/lender due diligence — complete files, produced in days, not weeks.
• Own staffing, group insurance and HR service vendor contracts — commercials, SLAs and renewals.
D. Performance, policy and culture (roughly 10%)
• Run the goal-setting and appraisal cycle end-to-end, on calendar, and build manager capability to write and defend a rating.
• Maintain the HR policy handbook; keep it short, current and actually followed.
• Support ESOP administration with the CFO — grants, vesting records, employee communication.
• Design engagement, recognition and internal communication that fits a lean, fast-moving company — not a large-corporate calendar of events.
5. What success looks like
First 90 days
• A completed audit of open roles, employee files, statutory registers and HR vendor contracts — every gap documented with a dated fix plan.
• The hiring plan for the rest of the financial year agreed and signed off with each business head.
• HRMS and employee master data clean, current and reconciled with payroll; the monthly HR dashboard live.
By 6 months
• Median time-to-fill and offer-to-join conversion at agreed targets, with agency dependence measurably reduced.
• Zero statutory non-compliance; POSH Internal Committee constituted and trained; audit queries closed at your level without escalation.
• One full appraisal cycle run to schedule.
By 12 months
• A direct sourcing pipeline strong enough to fill most mid-level roles without an agency.
• Attrition in critical roles trending down, with a clear, evidenced cause behind every senior exit.
6. Who we are looking for
Must have
• 6–10 years in Human Resources, with at least 3–4 years personally owning talent acquisition end-to-end.
• Hands-on hiring track record in BFSI, NBFC, fintech or a high-growth startup — comfortable hiring across credit, risk, sales, operations and technology.
• Demonstrated ownership of statutory compliance — PF, ESI, PT, Gratuity, POSH. You have handled filings, notices and audits yourself, not just supervised a vendor doing it.
• Strong process discipline on HRMS and payroll, and genuine comfort with numbers, Excel and reporting.
• MBA / PGDM in Human Resources or an equivalent qualification.
• Based in Delhi NCR, or willing to relocate. This is an on-site role in Noida.
Good to have
• Experience inside an RBI-regulated entity (NBFC, bank or LSP), and exposure to RBI or statutory audit of HR records.
• Live campus relationships with the IIMs or Tier-1 B-schools.
• Volume or field-sales hiring across multiple states.
• ESOP administration exposure.
This is probably not the right role for you if
• You are a pure HR business partner or generalist who has never carried a requisition through to closure.
• You need a large team to deliver — this is a hands-on role with one direct report to begin with.
• You are strong on process design but cannot point to hard roles you personally closed.
How you work
• Direct. You can push back on a hiring manager and hold a bar without making it personal.
• High ownership — you close loops without being chased, and you flag a problem before it becomes one.
• Discreet. Compensation, exits and investigations stay where they belong.
• Run the function off a dashboard, not anecdotes.
7. Hiring process
1. Screening conversation — CFO’s office.
2. Functional interview with the Chief Financial Officer.
3. Case discussion — present a 6-month hiring plan and a compliance remediation plan for FinAGG.
4. Final conversation with the Co-Founder & CEO.
5. Reference checks and offer.
Indicative timeline: three to four weeks from first conversation to offer.
8. Location, terms and how to apply
• Location: Noida, Delhi NCR — on-site.
• Employment: Full-time, permanent.
• Compensation: Competitive fixed CTC with a performance-linked variable component, plus ESOPs for the right candidate. Discussed at the screening stage.
• To apply: Write to careers@finagg.in with the subject line “AVP HR – Talent Acquisition & HR Operations”, attaching your CV and a short note on the hardest role you have closed and how you closed it.
Click on Apply to know more.