Head of Talent Management

Job Summary

This role is responsible for establishing and institutionalizing robust Talent Management systems that build a future-ready leadership and capability pipeline in line with Air India Express's aggressive growth trajectory. The incumbent will lead comprehensive capability diagnostics, design and embed talent review, succession planning, and career pathing frameworks, and drive a culture of continuous talent refresh across the organization, with special focus on bridging acute gaps in non-flying functions. By integrating talent processes into the HR operating rhythm, leveraging data-driven insights, and partnering with business and HR COEs, the role will ensure a steady inflow, upskilling, and retention of critical talent while strengthening leadership bench strength. Success in this role demands strong stakeholder management, resilience, and the ability to influence in a legacy-driven environment, positioning Talent Management as a strategic enabler of business transformation and sustainable growth.

Objective of the Role-

To establish and institutionalize robust Talent Management systems that identify, nurture, and sustain a future-ready talent pipeline in alignment with Air India Express's aggressive growth plans. The role will spearhead a comprehensive capability assessment, build succession planning frameworks, and embed a culture of continuous talent refresh across all levels, with particular focus on non-flying functions where the talent deficit is most acute.

Major Deliverables-

• Talent/Capability Gap Assessment: Lead a top-down and bottom-up diagnostic of current capability and talent gaps, across both flying and non-flying roles, with clear recommendations for action.
• Design & Institutionalization of Talent Management Processes: Develop and embed systems for talent review, internal mobility, succession planning, HiPo identification, and career pathing.
• Succession Planning: Establish succession frameworks for mission-critical roles with defined success profiles, development plans, and readiness assessments.
• Talent Refresh Strategy: Design and implement mechanisms to ensure the organisation remains agile with regular talent inflow, outflow, and upskilling.
• Leadership Bench Strength Building: Partner with Capability & Culture and Performance COEs to develop future leaders aligned to business strategy.
• HR Operating Rhythm Integration: Embed Talent Management into the regular operating rhythm of HR and line reviews (e.g., quarterly talent reviews).
• Data & Insights: Build dashboards and insights that translate talent data into actionable intelligence for the business and CHRO.
• Change Enablement: Position Talent Management as a credible and value-adding function in a resistant and legacy-led environment.
• Leadership Hiring: Lead end-to-end leadership hiring initiatives, partnering closely with senior leadership and key stakeholders to drive timely closure of critical leadership positions.

Essential Behavioural Attributes-

• Execution Excellence: Strong bias for action and focus on delivering outcomes within tight timelines and shifting priorities.
• Stakeholder Management: Ability to engage, influence, and align resistant stakeholders—including pilots, legacy employees, and territorial functions.
• Resilience & Tenacity: Grit to thrive in an unsupportive, often hostile, cross-functional environment.
• Credibility & Confidence: Gravitas to stand ground and push best practices despite opposition or cultural inertia.
• Collaboration without Dependency: Able to create alliances, drive results, and move initiatives forward without formal authority.
• Strategic Thinking with Operational Focus: Ability to think in systems and long-term, while anchoring initiatives in business reality.
• Learning Agility: Constant learner who adapts quickly to industry nuances and brings in external best practices judiciously.

Desirable Behavioural Attributes-

• Political Savvy: Ability to read the room, navigate power structures, and find alternate routes to achieve goals.
• Influencing through Data: Use of metrics and talent insights to persuade stakeholders and establish fact-based decisions.
• Empathy with Edge: Balance between being people-centric and holding a high bar for performance.
• Innovative Mindset: Willingness to challenge legacy thinking and bring in bold, yet business-aligned solutions.
• Enterprise View: Preference for what's best for the airline over siloed functional success.

Education and Skill set -

• Minimum 6+ Yrs. of experience in Talent Management role from Tier 1 B-school background
• Strategic alliance and partnering
• Industry experience will be preferred