People Success Business Partner

People Success | Business Partner

Embedded Growth Engineer: Turning People Signal into Business Velocity, One Squad at a Time.

What are we looking for

Solver Absolutely. But not the usual kind. People work, done right, isn't a policy desk — it's how a business builds the capability to win, not just a function that keeps the seats filled. If you read a team the way you'd read a growth curve — where the ceiling actually is, not where the org chart says it should be — and you can turn that reading into a decision a leader will actually make, we want to connect.

• Sees the org chart as a draft, not a deed — happy to redline it when the business moves.
• Moves at the pace the business needs, not the pace of a policy-review cycle.
• Builds trust once, so it holds under an investigation — not trust you have to rebuild every quarter.
• Comfortable being the reason someone has their best year, not just the reason they stay.
• Thinks in systems: this hire, this coaching cadence, this succession bench, for years — not just this headcount request.

This Isn't for Everyone. But if you've ever sat in a performance review and thought about the six months of coaching that made it inevitable — not just the rating on the form — we'd love to chat with you.

Your Mission: The Role

solving for better.

You own the people-side of the P&L for every leader you sit with — not as an advisor who leaves the room when the hard call arrives, but as the one who makes the call sharper. Most orgs split people work into three jobs — one person owns the policy, one owns the survey, a third shows up only once something's already broken. None of them owns whether the team actually got better. You do.

That means going beyond running programs: you diagnose what's actually breaking a team's performance using real signal (not a gut feeling or a once-a-year survey), you sit in the room for the org design and succession calls before they become emergencies, you personally close out employee relations cases instead of letting them sit in a queue, and you coach the leaders around you until coaching them is no longer the bottleneck. You're the reason a business unit's people problems get solved at the root, not managed at the surface.

If you'd rather fix a broken performance process than administer it, if a dashboard is worthless to you unless it ends in a decision someone owns, and if you can sit across the table from a P&L owner having their worst week and not blink — this is your seat.

Your Responsibilities

what you will wake up to solve.

Own the People P&L (Strategic People Partnership)

• Sit inside your business unit's real operating cadence — workforce planning, org design, restructuring calls — as a principal in the room, not a note-taker invited after the decision is made.
• Own the succession bench for every business-critical role in your unit: know who's next, always, before it's a crisis.
• Close capability gaps early enough that leaders are building their bench, not scrambling to backfill it — retention is a side-effect of this, not the goal itself.

Build the Signal, Not Just the Survey (Data-Driven People Analytics)

• Build and own the dashboards that surface what's actually happening in your unit — performance distribution, skill-gap heatmaps, engagement, attrition signal — not what the annual survey says happened six months ago.
• Turn every dashboard into a specific, owned action with a name and a date attached — target: signal-to-action turnaround under [X] business days, not the next quarterly review.
• Design the people programs and policies your data actually justifies, not the ones that were inherited.

Contain the Fire, Don't Just Report It (Employee Relations & Compliance)

• Run employee relations investigations start to finish — fair, thorough, and documented well enough to survive scrutiny from Legal, not just from the employee handbook.
• Partner with Legal to keep every jurisdiction you touch compliant by design, not audited into compliance after the fact.
• Own case resolution cycle time as a real metric: target under [Y] days, with zero cases left open past escalation thresholds.

Coach Leaders, Not Just Employees (Performance & Growth)

• Run a real coaching cadence with your leaders — not an annual calibration meeting, a standing habit that moves how they manage.
• Own your unit's career-growth and internal-mobility numbers as a metric you're accountable for, not a talent-team statistic you cite.
• Deliver policy, contract, and compensation guidance that's accurate enough that Legal and Finance don't have to redo it behind you.

Experience & Relevance

• 3–7 Years, Business-Partner Core: Progressive people experience with the majority spent as a people business partner or in a strategic, business-facing role — not a Centre-of-Excellence-only background.
• Owned an Investigation, Start to Finish: You've personally run an employee relations case through to a recommendation that held up under legal review.
• Cross-Border Fluency: Experience supporting a multi-jurisdiction or globally distributed workforce, comfortable with the compliance variance that comes with it.
• We are looking for people exclusively from Tier 1 HR colleges like TISS, SCHMRD and XLRI.

Bonus Points (you will thrive if you have)

• The Psychology factor: If you have a bachelors degree in Psychology, it is a super plus.
• The Builder Bias: You have a GitHub repo, a side project, or a history of building your own tools to solve repetitive problems.
• Horizontal AI Experience: You've already tried to automate a real-world process like Claims, Invoicing, or Onboarding using AI.
• Startup Grit: You've worked in an environment where you had to wear multiple hats and solve for 0→1 problems.
• Public Technical Presence: You've written blogs, spoken at meetups, or contributed to documentation in the Cloud/AI space.

Welcome to Searce

The process-first, AI-native modern tech consultancy that's rewriting the rules.

We don't do traditional.

As an engineering-led consultancy, we are dedicated to relentlessly improving the real business outcomes. Our solvers co-innovate with clients to futurify operations and make processes smarter, faster & better. We build alongside our clients. Not for the vanity metrics. But for the transformation to embed lasting competitive advantage for our clients.

The result Modern business reinvention, built on math, tech, and clarity of purpose.