Service Delivery Manager - HR Administration

Bureau Veritas · Greater Noida

BUREAU VERITAS | HR SHARED SERVICES HUB, NOIDA

Service Delivery Manager – HR Administration

Global Process Owner, HR Administration & Employee Lifecycle (A2W)

Tower	Administer to Work (A2W)
Location	Noida, India (HR Shared Services Hub)
Reports to	HR SSC Regional Hub Director, Noida
Role type	People manager
Scope	Employee data management, lifecycle events (joiners, movers, leavers), HR documentation, time and attendance, and records management
Grade

ABOUT THE HUB

Bureau Veritas is building a greenfield HR Shared Services hub in Noida. The hub will bring HR operations that currently run separately in each country into one standardised, digitally enabled service centre. You will design your tower, move work into Noida in structured waves, and run it at scale to global standards.

ROLE PURPOSE

You own HR administration and employee data for every country moving into Noida. You will replace manual, country-specific administration with one digital, standardised lifecycle process. The goal is employee data that stays accurate, compliant and trusted, because every other tower depends on it.

KEY RESPONSIBILITIES

1. Transition and shared services set-up

Map current joiner, mover and leaver processes, document practices and time-and-attendance set-ups in each country, and set the baseline.
Design the A2W target operating model, covering data ownership, maker-checker rules, local document requirements and handoffs to R2P and R2H.
Lead country-by-country transition, including data cleansing before migration, knowledge transfer and stabilisation.
Retire legacy manual and fragmented time-and-attendance tools as each country moves across.

2. Process ownership and service delivery

Act as Global Process Owner for A2W. Own lifecycle process standards for internal moves, promotions, demotions, transfers, contract changes and exits.
Own employee master-data quality through validation rules, regular audits and data-quality dashboards.
Run offboarding that is compliant and humane, covering final documents, access removal, knowledge transfer and exit feedback.
Integrate time and attendance with payroll, with near-real-time sync and a minimum of manual touchpoints.
Act as the escalation point for lifecycle and data issues.

3. Governance, risk and controls

Own controls on data changes, including maker-checker, audit trails and privileged-access reviews.
Keep records retention and data privacy compliant with GDPR and local law in every country.
Hold audit-ready evidence for all lifecycle transactions.

4. Continuous improvement and digital

Digitise HR administration end to end through automated document generation, e-signature and digital personnel files.
Automate high-volume transactions with RPA and workflow tools.
Use workforce data and predictive analytics to support planning in the business.

5. People leadership, performance and culture

Build the tower's team from the ground up. Define the structure, spans of control, role profiles and hiring plan for each transition wave.
Recruit, onboard and develop team leads and specialists. Build succession cover for every critical role before the tower reaches steady state.
Run a disciplined people-performance cycle covering goal setting, monthly one-to-ones, quarterly reviews and calibrated year-end ratings.
Keep attrition, absence and engagement at or better than hub targets. Act early on hotspots.
Model the hub culture of ownership, customer focus, speed with control and learning. Make it visible in how the team works every day.
Build capability through skills matrices, cross-training and certification paths. Create career moves across towers.

WHAT SUCCESS LOOKS LIKE

First 90 days: A2W operating model, data-quality baseline and document-digitisation plan agreed.
By go-live: lifecycle administration live in Noida for the first wave, with controls running.
Within 12–18 months: e-signature and digital files adopted across the countries in scope, with data accuracy at target.

KEY PERFORMANCE INDICATORS

KPI	Indicative target
Transaction accuracy	≥ 99%
Transaction SLA adherence	≥ 95%
Employee data quality index	≥ 98%
Digital document / e-signature adoption	≥ 90% of in-scope documents
Time-and-attendance to payroll exceptions	Reduced against baseline
Cost per transaction	Year-on-year reduction
Audit outcome	No high-rated findings

Targets are indicative. They will be finalised in the hub SLA framework and country baselines.

TECHNICAL SKILLS

HR administration and employee lifecycle management across several countries.
Core HRIS (Workday / SAP SuccessFactors Employee Central), including data model and security roles.
Data governance and data-quality management.
Document management, e-signature (DocuSign or Adobe Sign) and digital records.
Time and attendance platforms and their integration with payroll.
Workflow automation and RPA.

LEADERSHIP COMPETENCIES

Customer-centric leadership • Builds teams from zero • Drives change and adoption • Sound judgement under pressure • Influences without authority across countries • Data-led decision making • Coaches and develops talent • Holds a high bar on control

EXPERIENCE AND QUALIFICATIONS

Essential

15+ years in HR, including 7+ years leading HR administration in shared services.
Has led the transition and standardisation of lifecycle processes across several countries.
Has delivered HR document digitisation or a time-and-attendance transformation.
Master's degree in HR, Business or a related field.

Preferred

Lean Six Sigma Green Belt
Data governance or privacy certification (for example CIPP/E)
Workday or SuccessFactors certification

KEY STAKEHOLDERS

Hub Director, R2P and R2H GPOs, HR business partners, country HR, HRIS team, Legal and Data Privacy, IT.

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