Chief Human Resources Officer - Panchkula - Venus Remedies Limited

Description

Chief People Officer (CPO)

Venus Remedies Limited — C-Level Leadership Profile

The Opportunity

This is not an HR role. This is an institution-building role.

As Chief People Officer of Venus Remedies, you join the C-level leadership team at a moment of genuine organizational inflection. We are moving from a successful company into a lasting institution. That transformation is impossible without extraordinary people leadership.

You will:

• Complete the C-Suite — Your most immediate and critical mandate in Year 1 is helping assemble the remaining C-level leadership team. As the strategic partner to the Director HR, you lead the identification, assessment, and onboarding of Venus's most senior talent — the leaders who will shape the next decade.
• Lead Three Departments as One People Movement — Integrate HRA (Talent Acquisition), VSC (Talent Management), and Skill Development into a seamless people ecosystem, where the journey from candidate to certified, growing Venusian feels designed and continuous — not disjointed across three separate departments.
• Drive Change That Actually Changes Things — Build change management that creates genuine behavioral adoption. When Venus introduces a new technology, a new process, or a new way of working, your job is to make sure the shift is real — not just acknowledged.
• Certify 1,500 Venusians — Own the strategic goal of 100% NSDC certification. Take Venus from \~27% to complete certification — making each Venusian formally recognized, credentialed, and proud.
• Make HR an Intelligence Function — In alignment with Mission 2030, make data and technology the operating layer of every HR decision. Leverage existing HR analytics infrastructure — including Tableau dashboards already aggregating key workforce data — and build upon it to turn people data into organizational strategy.
• Build the Leadership Pipeline Below the C-Suite — As C-level leaders are assembled, the layer beneath them must be equally strong. Succession planning, high-potential development, and career architecture are yours to design — ensuring Venus always has the next generation ready.

Scope of Influence

HRA — Talent Acquisition

HRA is responsible for finding and bringing in the right Venusians — at every level, from frontline manufacturing to the C-suite.

As CPO, you elevate this from a reactive hiring function to a proactive, full-spectrum talent engine:

• Executive Search & C-Level Hiring: Lead the identification and assessment of C-suite and senior leadership talent — building Venus's capability to find leaders who match not just a job description, but our organizational mission and cultural identity. Develop the market relationships and assessment frameworks that make this possible.
• Employer Branding: Build Venus Remedies' identity as a pharmaceutical employer of choice — at premier institutions, within the pharmaceutical industry, and across the leadership talent community. Make Venus a name that professionals respect and actively want to join.
• Pipeline Architecture: Design proactive talent pipelines for critical roles before vacancies arise — so Venus is never hiring reactively into positions of consequence.
• Hiring Quality: Implement structured, competency-based hiring frameworks that improve the quality of every hire — reducing wrong hires that cost time, money, and team momentum.
• Campus & Lateral Strategy: Strengthen campus relationships for fresh talent pipelines; build industry networks for experienced lateral hiring across scientific, regulatory, manufacturing, and corporate functions.
• Time-to-Fill: Reduce hiring timelines without compromising standards — eliminate the organizational cost of positions sitting empty while work waits.

VSC (Venus Service Commission) — Talent Management

VSC — the Venus Service Commission — is the custodian of the entire Venusian lifecycle, from the day someone joins Venus to the day they retire.

• Performance Management: Design and drive a rigorous, human performance management cycle — one that creates accountability without destroying motivation. Feedback at Venus must stretch people, not shrink them. Managers must be equipped and willing to have the hard conversations that actually help people grow.
• Succession Planning: Build succession depth for every critical role — so Venus is never one departure away from a capability gap or an operational crisis.
• High-Potential Identification: Create a systematic program to identify Venus's next generation of leaders early — and build structured, meaningful acceleration pathways for them. These are not lists on paper; they are living development journeys.
• Career Architecture: Design visible career paths across all functions — so every Venusian can see their future at Venus, not at a competitor. The organization that shows people where they're going earns their loyalty; the one that doesn't, loses them.
• Retention Strategy: Reduce attrition through proactive engagement, competitive total rewards, and genuine investment in people's growth. Every person who leaves Venus takes institutional knowledge and organizational trust with them.
• Onboarding Excellence: Transform the joining experience into the first powerful signal of what being a Venusian means — earning loyalty before the first performance review.
• Employee Relations & Grievance: Maintain harmonious, fair, and compliant employee relations across all sites — ensuring every Venusian has a clear, trusted mechanism for raising concerns, and every concern is addressed with integrity.
• Statutory Compliance: Ensure full, proactive compliance with all applicable labour laws — Code on Wages, EPF, ESIC, POSH, Factory Rules, Contract Labour regulations, Standing Orders — across every site, every function, and every category of worker. Compliance is not the floor; it is the foundation.

Skill Development

The Skill Development department is Venus's learning institution — the infrastructure that makes learning as natural as breathing. It is also responsible for conducting monthly events across the organization that promote Venus's culture and ensure employees stay engaged through festivities and celebrations. The CPO provides strategic direction to this function and ensures that culture gets proliferated through these engagements.

• NSDC Certification at Scale: Own the organizational goal of 100% NSDC certification — driving progress from \~27% to complete certification of all 1,500+ Venusians within 3 years. Every Venusian, formally recognized.
• Learning Culture: Champion Venus's vision of a place where something is always being learned, taught, and shared. Daily training should be the norm; the Venus Graduation Ceremony should grow in meaning every year.
• Future of Work Readiness: Ensure learning programs prepare Venusians for human-AI collaboration — building judgment-based, analytical capabilities alongside technical skills; helping the organization shift from manual execution to contextual intelligence and discernment.
• Culture Through Celebration: Ensure that monthly organizational events — cultural celebrations, engagement activities, and festive occasions — are designed to reinforce Venus's identity and keep the Venusian spirit alive across all sites.
• Train-the-Trainer Ecosystem: Build an internal cadre of Subject Matter Experts who multiply learning across the organization — making every expert a teacher.
• Venus Graduation Ceremony: Provide C-level presence, recognition, and strategic direction to the flagship annual event celebrating certified Venusians. This is not an administrative event — it is a cultural statement.
• Change Capability: Use Skill Development as a vehicle for organizational change — building programs that don't just inform people about new ways of working, but develop the mindsets and habits that make new behaviors sustainable.

Cross-Cutting People Leadership

Beyond the three departments, the CPO carries organization-wide responsibility for the entire Venusian experience:

• HR Digital Transformation: Lead the implementation of HRIS, automated payroll, digital onboarding, and performance management systems. Leverage and expand upon existing Tableau-based HR analytics dashboards — making data and technology the operating layer of HR in alignment with Mission 2030.
• Compensation & Total Rewards: Develop competitive, equitable, and performance-linked compensation frameworks benchmarked against pharmaceutical industry standards — attracting the right talent and retaining the best Venusians.

Future-Readiness Requirements

Experience & Knowledge

• 18–20+ years of progressive HR leadership, with at least 5 years in a CHRO / CPO / VP-HR or equivalent role with full organizational accountability
• Experience in pharmaceutical, life sciences, or highly regulated manufacturing strongly preferred — understanding of GMP culture, regulatory workforce compliance, and NSDC frameworks is a distinct advantage
• Proven track record of building — not just inheriting — talent acquisition, performance management, and learning systems that scale
• Demonstrated capability in executive search and C-suite talent assessment — including evaluating leaders for cultural fit, organizational alignment, and long-term potential, not just competence
• Experience in HRIS implementation, HR automation, and people analytics — as a sponsor and decision-maker, not just a user
• Track record in change management — specifically in environments where resistance is silent, adoption is behavioral, and change must be designed and measured
• Experience operating in a multi-site, multi-function HR environment covering manufacturing, quality, scientific, and commercial populations