Chief Human Resources Officer

Chief Human Resources Officer (CHRO)
Position
Chief Human Resources Officer (CHRO)
Reports To
CEO & Managing Director
Location
Noida (with multi-site oversight across India)
Work Mode
Full On-site
Experience
15–25 years post-MBA, with mandatory high-volume BPM / BPO / Contact Centre hiring leadership
Education
MBA / PGDM in HR from a Tier 1 or Tier 2 business school
Compensation
₹ 50,00,000 – ₹ 70,00,000 per annum + Performance Variable + ESOP

Employment Type

Full-time, Permanent

About ICCS DigX Limited
ICCS DigX Limited is a leading Business Process Management (BPM) and Customer Experience (CX) organisation, serving enterprises across BFSI & Fin Tech, Healthcare, E-commerce & Quick Commerce, Retail & Consumer Durables, Telecom & D2H, Travel, Logistics & Hospitality, Utilities & Energy, and PSUs. With 6,000+ professionals across multiple delivery centres in India, a portfolio of AI-driven digital offerings (DigX Omni, DigX Voice Bots, AI Chat, DigX QMS), and an active growth and capital-markets journey, ICCS is reimagining customer experience through Human + AI synergy.
Why This Role
This is a CXO seat at one of India's fastest-growing BPM organisations, with direct reporting to the CEO and a Board-level mandate to build a world-class HR function. The CHRO will own the people agenda end-to-end — from solving an urgent, business-critical workforce stability challenge in the near term, to institutionalising performance, culture, and governance frameworks that will support ICCS DigX through its next phase of growth, including its capital-markets journey.
This is not a maintenance role. It is a builder's role for an HR leader who has scaled hiring engines, built performance cultures, and led HR through periods of high growth and transformation.
Role Summary
The CHRO will lead the Human Resources function at ICCS DigX, with direct accountability to the CEO and the Board. The role demands a leader who can operate across two horizons simultaneously — solving an immediate, revenue-linked workforce stability challenge (Priority
1) while building the long-term HR architecture, performance culture, and governance frameworks that will define ICCS DigX as it scales (Strategic Mandate).
Workforce stability is mission-critical. Revenue leakage due to manpower gaps is the single largest operational risk we are solving for. The CHRO is expected to own this challenge personally, with executive sponsorship and full organisational support.

Key Responsibilities
Priority 1:
Workforce Stability & Hiring Engine (First 9 Months)

• Build a scalable high-volume hiring engine  capable of delivering 800–1,000 frontline hires per month across geographies, with consistent quality and lower cost-per-hire.

• Build and lead a strong Talent Acquisition team  of 20–40 recruiters across regions; establish a multi-channel sourcing ecosystem (vendors, portals, referrals, campus, digital, walk-ins).

• Own seat-fulfilment governance  — partner with Delivery, Sales, and Finance to build rolling manpower forecasts, maintain a 5–10% buffer pipeline, and drive 100% seat fulfilment across programs.

• Reduce early-stage attrition  (0–30 day and 0–90 day) through sharper screening, structured onboarding, supervisor accountability, and joining-week interventions.

• Establish a weekly Hiring War Room  with the CEO — data-driven dashboards on hiring pipeline, offer-to-join ratios, attrition, and revenue impact of manpower gaps.
Strategic HR Leadership

• Design the performance and incentive architecture  — OKR / KPI-driven performance management, variable pay redesign for frontline and leadership, alignment of incentives to outcome-based client contracts.

• Own the Total Rewards strategy  — compensation benchmarking, salary bands, incentive structures, retention programmes, and ESOP administration for the leadership team.

• Lead organisational design and workforce planning  — manpower budgeting, pyramid structures, span-of-control benchmarking, and capacity planning across business units.

• Drive culture and engagement  — shift the organisation from an FTE-driven mindset to an outcome-driven, performance-led culture; institutionalise a high-performance, high-ownership…