Head of Learning and Development

A. Strategic Talent Development Leadership

• Co-create the 3–5 year Talent Development and Learning strategy with the CHRO and CXO team, aligned to AMWL's business plan, capacity expansion, and export growth ambitions.
• Build the annual L&D roadmap, budget, and calendar covering corporate office and both manufacturing plants.
• Act as a trusted advisor to CXOs and Plant Heads on capability gaps that could constrain business performance, and recommend interventions.

B. Leadership Development & Succession Planning

• Design and run leadership development programs across levels — first-time managers, mid-management, and senior leadership/CXO-1 cohorts.
• Partner with the CHRO to build the Succession Planning and Leadership Pipeline framework for critical corporate and plant leadership roles (Plant Heads, Functional Heads).
• Identify High-Potential (HiPo) talent through structured assessment centers, psychometrics, and CXO calibration discussions; build and track Individual Development Plans (IDPs).
• Design and facilitate executive coaching/mentoring programs for senior leaders, either directly or via certified external coaches.

C. Multi-Plant Capability Building

• Own end-to-end capability building for the Bhiwadi and Rewari manufacturing plants — covering shop-floor technical/skill training, supervisory development, and plant leadership programs.
• Standardize training frameworks across plants while allowing for plant-specific operational needs (metallurgy/rolling/casting processes, machine-specific skilling).
• Work with Plant HR and Operations Heads to build Skill Matrices, multi-skilling plans, and structured On-the-Job Training (OJT) frameworks for operators and technicians.
• Drive apprenticeship and ITI partnerships (NAPS/NATS) to build a future-ready entry-level talent pipeline for plants.

D. Competency Framework & Career Architecture

• Design and maintain organization-wide functional, leadership, and technical competency frameworks.
• Build career path/career lattice frameworks for critical roles (manufacturing, quality, engineering, sales, corporate functions) and integrate with the performance management cycle.
• Partner with HRBPs to link competency assessments to promotions, job rotations, and talent reviews.

E. Training Needs Identification, Curriculum Design & Delivery

• Conduct structured Training Needs Analysis (TNA) across functions and plants in partnership with business and HR leaders.
• Design/curate curricula (technical, behavioral, managerial, compliance) and select the right delivery mix — classroom, simulation, OJT, e-learning, blended.
• Build and manage a panel of certified internal trainers/subject-matter experts and external training partners/institutes.
• Personally facilitate select senior leadership and CXO-level sessions.

F. Digital Learning & LMS

• Lead selection, implementation, and adoption of a Learning Management System (LMS) across corporate and plant locations.
• Build digital/blended learning content libraries (technical SOPs, compliance modules, leadership content) using authoring tools.
• Track digital learning adoption, completion, and effectiveness through dashboards.

G. CXO & Senior Stakeholder Management

• Regularly present Talent Development plans, dashboards, and outcomes to the CHRO, CEO/MD, and CXO/Board-level forums.
• Build consensus among CXOs and Plant Heads on leadership development priorities, succession decisions, and budget allocation.
• Represent AMWL's L&D function in external forums, industry bodies (e.g., CII, IEEMA, NSDC), and benchmarking exercises.

H. Budgeting, Vendor & Partner Management

• Own the annual L&D budget; ensure cost-effective deployment and ROI tracking.
• Identify, empanel, and manage external training vendors, content providers, business schools, and certification bodies.
• Negotiate commercial terms and manage SLAs/quality of delivery for external partners.

I. Statutory & Compliance-Linked Training

• Ensure training compliance under the Apprentices Act, Factories Act, and applicable labour regulations across plants.
• Coordinate with Quality/EHS teams on training requirements linked to ISO 9001 / IATF 16949 (if applicable) / ISO 14001 / ISO 45001 certifications, including training records and internal audit readiness.
• Ensure mandatory POSH (Prevention of Sexual Harassment) training and Code of Conduct/Ethics training is delivered organization-wide and tracked for compliance.

J. Talent Management Linkage

• Partner with Talent Acquisition and HRBP teams to ensure smooth integration of L&D with onboarding, performance management, and talent review (9-box) processes.
• Drive a structured Induction/Onboarding journey for new hires, including plant inductions for shop-floor talent.

K. Metrics, Analytics & ROI

• Define and track L&D KPIs/dashboards (training man-hours per employee, training coverage, leadership bench strength, HiPo retention, training effectiveness/Kirkpatrick levels, cost per training hour, ROI).
• Periodically present capability-building impact in measurable business terms to the CHRO and CXO team.

L. Culture, Change Management & Employer Branding

• Champion a continuous-learning culture across the organization, including a "learning calendar," internal certifications, and recognition programs.
• Support large-scale change management initiatives (digital transformation, new plant set-up, capacity expansion) through structured change-readiness training.
• Contribute L&D/talent stories to strengthen AMWL's employer brand (supporting Great Place to Work® and similar initiatives).