Human Resources Business Partner

SRMB STEEL | JOB DESCRIPTION

HR Business Partner, Sales and Marketing

Talent partner for the Sales and Marketing build-out

Position

HR Business Partner (HRBP), Sales and Marketing.

Function

Human Resources, partnering the Sales and Marketing organization.

Grade / Level

Manager (not below)

Reports to

Talent Acquisition Leader, HR (solid line)

Dotted line

President and Chief Sales & Marketing Officer

Covers

The full S&M structure: TMT regional sales, VAS, TOPTECH, Technical Services, Digital and CRM

Location

Head office with regional and field HR exposure

Experience

10 to 12 years in HR, from the building materials industry

1. Why this role exists

SRMB is building a large Sales and Marketing organization fast: regional VPs and zonal heads for TMT, a VAS business with its own leadership, a penetration brand, national technical services, and digital and CRM engines. A structure this size, stood up at this pace, lives or dies on talent. The right people have to be found, hired and made productive quickly, and then kept. That is a full-time job, and it needs a dedicated partner who knows the building materials talent market.

The HRBP for Sales and Marketing is that partner. This role owns talent acquisition and ramp-up for the S&M organization, partners the leadership on manpower planning, onboarding, performance and retention, and turns the org charts into filled, performing teams. It reports on a solid line to the Talent Acquisition Leader in HR and on a dotted line to the President and CSMO, so it serves the business closely while staying anchored in the HR function.

2. What this role owns

• Talent acquisition and ramp-up. Hire across the S&M structure and, above all, ramp new talent to productivity fast, from leadership roles to the field.
• Manpower planning. Partner S&M leaders on the manpower plan, role design and prioritization, so hiring tracks the growth plan.
• Onboarding and time to productivity. Own structured onboarding and the 30-60-90 day journey so new hires deliver sooner.
• Performance and capability. Support KRA setting, reviews and capability building across the S&M teams.
• Engagement and retention. Track engagement, manage early attrition, and keep the talent the business has invested in.

3. Key responsibilities

• Turn the org charts into teams. Drive hiring against the S&M manpower plan, close roles to time and quality, and keep the pipeline warm.
• Ramp talent fast. Run onboarding, buddy and early-support programmes that cut time to productivity, and track it as a number.
• Partner the S&M leaders. Work with the VPs and heads on structure, role clarity, KRAs and people decisions, as a trusted business partner.
• Own the HR cycle for S&M. Run performance, confirmation, engagement and retention actions across the S&M organization.
• Manage early attrition. Spot flight risk and early exits, find the causes, and fix them before they cost the business.
• Bridge business and HR. Represent S&M needs to the HR function and HR standards to the business, cleanly, on both reporting lines.

4. Measurable indices

What it measures

Fill rate

What it measures Positions filled against the S&M manpower plan

Target 90%+ on plan

Time to fill

What it measures Days to close a role

Target Within agreed benchmark

Ramp-up speed

What it measures Time from joining to productivity

Target Compressing quarter on quarter

Offer to join

What it measures Offers accepted and actually joined

Target 90%+ join ratio

Early attrition

What it measures Exits within the first 6 to 12 months

Target Below the agreed threshold

Quality of hire

What it measures New-hire confirmation and performance

Target High and rising

Onboarding

What it measures 30-60-90 day onboarding completion

Target 100%

Engagement and retention

What it measures S&M engagement score and regretted attrition

Target Improving year on year

5. Who we are looking for

• 10 to 12 years in HR, as an HRBP or in talent acquisition, from the building materials industry: steel, cement, paints, tiles, pipes or construction chemicals.
• At Manager level and not below, with the maturity to partner senior S&M leaders as an equal.
• A proven record of ramping up talent, having built or scaled teams at pace in a prior role.
• Real knowledge of the building materials sales and marketing talent market, and where the right people sit.
• Strong on hiring, onboarding, performance partnering and retention, and comfortable working two reporting lines.
• MBA in HR preferred, with data fluency and a field-ready, hands-on style.

6. What good looks like in year one

The S&M org charts are becoming filled, performing teams. Roles are closing to time and quality, new hires are productive faster because onboarding and early support actually work, and early attrition is under control. The S&M leaders treat the HRBP as a genuine partner, HR standards hold on both reporting lines, and talent has stopped being the thing that slows the growth plan down.