HRBP Global Digital and Technology

Role: HR Business Partner, Global Digital & Technology Location: Bangalore, India Business Area: Global Digital & Technology Role purpose The HR Business Partner will shape and deliver the People and Organisation agenda for employees across Cybersecurity and Digital Business Operations within Global Digital & Technology. The portfolio operates across a geographically dispersed organisation, including teams in key hubs and specialist capability locations driven by business and geopolitical requirements. Working as a trusted adviser and constructive challenger to senior leaders, the HRBP will translate business priorities into practical organisation, workforce, talent, leadership, capability, culture and change interventions. This role requires someone who can move comfortably between strategic partnering and hands-on execution. The successful candidate will simplify complexity, challenge senior stakeholders confidently, hold leaders accountable and take direct ownership of workforce insights, employee data and the effective use of HR systems. Key accountabilities 1. Business and leadership partnership Build a strong understanding of the Cybersecurity and Digital Business Operations strategy, operating environment, workforce and transformation priorities. Translate business priorities into a focused People and Organisation agenda with clear outcomes, ownership and measures. Act as a trusted partner and constructive challenger to senior leaders, including Vice Presidents and their leadership teams. Coach leaders on organisational effectiveness, leadership impact, talent, performance and employee responsibilities. Bring an objective and commercially grounded perspective to sensitive or complex people and organisation decisions. Ensure leaders remain accountable for the employee experience and people outcomes within their teams. 2. Organisation design and workforce planning Translate business plans into organisation and workforce requirements covering structure, accountabilities, capability, capacity, location and cost. Lead organisation design and operating-model interventions, identifying duplication, unclear ownership, organisational friction and unnecessary complexity. Partner with Finance and business leaders on workforce and overhead planning. Maintain visibility of the employee population, vacancies, workforce movements, critical roles and priority capability gaps. Support leaders in making informed trade-offs between cost, capacity, capability and organisational risk. Lead the People elements of restructuring, role changes and operating-model evolution. 3. Talent, succession and capability Own the talent and succession agenda for the supported organisation. Identify critical roles, scarce skills, pivotal talent populations and retention risks. Lead robust talent and succession discussions with the leadership team and ensure agreed actions are completed.