Service Delivery Manager - Talent Acquisition

Bureau Veritas · Greater Noida

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BUREAU VERITAS  |  HR SHARED SERVICES HUB, NOIDA

Service Delivery Manager – Talent Acquisition

Global Process Owner, Talent Acquisition Operations (R2H)

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.

You own the recruitment and onboarding engine for every country moving into Noida. You will replace fragmented local practices with one standard, compliant and fast hiring process. Hiring managers should get the talent they need quickly, and every candidate should get a consistent, high-quality experience.

1. Transition and shared services set-up

• Map current recruitment and onboarding practice in each country, including steps, tools, vendors, volumes and cycle times, and set the baseline.
• Design the R2H target operating model. Define what moves to the hub, what stays with in-country recruiters and business partners, and what goes to vendors or RPO partners.
• Lead country-by-country transition, covering knowledge transfer, template and offer-letter harmonisation, and stabilisation after cutover.
• Set up the hub's scheduling, offer and onboarding desks, with capacity models tied to hiring forecasts.

2. Process ownership and service delivery

• Act as Global Process Owner for R2H. Own the standard process from requisition to day one, including approval rules and local variations.
• Manage recruitment and background-check vendors across markets. Scorecard them on time-to-fill, quality of hire, diversity and cost.
• Map the candidate journey from end to end, remove friction points, and lift offer acceptance and employer-brand scores.
• Deliver a consistent onboarding experience. New joiners should have their systems, equipment and paperwork ready on day one.
• Act as the escalation point for hiring managers and TA partners on service issues.

3. Governance, risk and controls

• Work with Legal, Compliance and country HR to keep every step compliant with local labour law, right-to-work rules and data privacy law.
• Own controls over offer approvals, compensation within band, and the retention and deletion of candidate data.
• Embed BV's DEI standards in sourcing, shortlisting and vendor contracts, and report on them regularly.

4. Continuous improvement and digital

• Drive full ATS adoption and automate scheduling, offer generation and e-signature.
• Introduce AI-enabled tools for screening and scheduling, with fairness and privacy safeguards.
• Use funnel analytics to find where time is lost, and fix causes at their source.

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: TA baseline, R2H operating model and vendor strategy agreed.
• By go-live: scheduling, offer and onboarding desks live for the first wave of countries.
• Within 12–18 months: measurable cuts in time-to-hire and higher candidate NPS across the regions in scope.

KEY PERFORMANCE INDICATORS

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

• End-to-end recruitment operations at volume, including high-volume and multi-country hiring.
• Management of recruitment vendors, RPO partners and background-screening providers.
• ATS and onboarding platforms (Workday Recruiting, SuccessFactors RCM/ONB, iCIMS or similar).
• Candidate experience design, journey mapping and employer-brand metrics.
• Recruitment compliance covering labour law, right to work and GDPR for candidate data.
• Recruitment analytics and capacity forecasting.

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

Essential

• 15+ years in HR, including 8+ years leading talent acquisition operations.
• Has led a TA transition into shared services or an RPO model.
• Has managed hiring volumes of 3,000+ per year across several countries.
• Master's degree in HR, Business or a related field.

Preferred

• Experience in the testing, inspection and certification (TIC), engineering or professional services sectors
• Lean Six Sigma Green Belt
• Experience deploying AI recruitment tools

KEY STAKEHOLDERS

Hub Director, Global TA leadership, hiring managers, country HR, Legal and Compliance, recruitment and screening vendors, IT.

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