Director - HRBP (Tech)

We are Licious and we are a Bengaluru based meat and seafood company founded in 2015 by Abhay Hanjura and Vivek Gupta, our founders, foodies and friends. We pride ourselves on being India's most successful D2C food-tech brand operating in 20 cities across the country delighting over 32 lac customers with our de-licious fresh meat and seafood! Think you have what it takes to be the magic ingredient in the recipe that is Licious? Read on...

About the Role

The Director HRBP (Tech) will own the people agenda for Licious' Product, Analytics, Engineering and Data teams, a span of roughly 200 people building the technology that powers India's most loved meat and seafood brand. You will own the full HRBP charter for Tech: raising the talent bar, lifting talent density, shaping how people experience Licious every day and building the leadership ecosystem this company will need as it scales. Alongside the HRBP mandate you will own a critical COE charter for the wider organisation, with Performance Management being a strong possibility, giving you the chance to shape practice well beyond your own business unit.

This role demands someone who is equally at home in a leadership review and in a 1:1 with an engineer two weeks into the job. Tech at Licious is growing fast, the environment moves quickly and the answers are rarely sitting in a playbook. You will need to think like a business leader, build credibility quickly with a sharp and analytical set of stakeholders, use data as your default language and be comfortable building things from scratch, iterating in the open and holding your point of view when it matters.

Have you got an awesome appetite for?

Talent Bar and Talent DensityRaising 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 ConnectednessShaping how people experience Licious through continuous listening: surveys, skip levels, focus groups and the informal channels that surface the real signal.Building belonging across product and engineering pods so people feel part of one org and one mission rather than a set of separate teams.Translating listening data into action plans with named owners, clear timelines and follow through people can actually see.Partnering on rituals, forums and communication that keep Tech connected to the business, the consumer and the food.Leadership Ecosystem and Capability BuildingBuilding the leadership ecosystem Licious needs to execute and scale: identifying, developing and coaching managers and senior leaders across Tech.Coaching leaders through team design, difficult conversations, performance calls and their own growth.Partnering with L&D to build manager capability, so first time managers and experienced leaders both get what they need.Keeping the organisation transformation ready by anticipating structure, capability and culture needs ahead of time rather than reacting to them.COE OwnershipOwning 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 CulturePartnering with Tech leadership as a real thought partner on org design, capability, culture and business priorities.Driving culture as an outcome rather than a slogan: making Licious values visible in how decisions get made, how feedback travels and how people are recognised.Using people data to spot attrition risk, engagement dips and structural issues early, and bringing solutions rather than dashboards.Handling employee relations and sensitive matters with fairness, speed and discretion.

We hope that you have..Bring 10 to 14 years of HR experience with strong HRBP depth, including meaningful time partnering Product, Engineering, Analytics or Data teams.Have owned an HRBP charter for a span of 150 people or more, ideally in a high growth consumer tech, ecommerce or product led environment.Bring real COE experience, ideally Performance Management, whether that meant building a framework from scratch or fixing one that had stopped working.Have a clear point of view on talent density and can talk specifically about how you raised the bar, what changed as a result and what it cost you to get there.Are comfortable with ambiguity and leadership transitions, 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.Are a credible coach to senior leaders and can push back on a founder or a function head without damaging the relationship.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.