Factory HRBP Manager

This role is a strategic HR leader and trusted business partner to the Factory Director and factory leadership team, responsible for translating business strategy and operational priorities into effective organization, workforce, talent, capability and performance strategies.
The role leads the people and organization agenda supporting the factory's business growth, operational excellence, productivity improvement, automation and organizational transformation.
HR Strategies & Business Partnership
Objective: Partner with the Factory Director and leadership team to translate business strategy and
operational priorities into an integrated people strategy that improves organizational effectiveness,
workforce productivity and business performance.
• Partner with Factory leadership to understand business strategy, operation plans, operational
challenges, operation goals and future business requirements.
• Translate business priorities into integrated HR strategies and initiatives covering organization,
workforce, talent, capability and performance.
• Diagnose people and organizational issues using quantitative and qualitative data and recommend
practical, business-oriented solutions.
• Analyze workforce-related costs and productivity indicators to identify opportunities for improved
workforce efficiency.
• Build strong relationships with Factory leaders and key stakeholders to embed HR as a strategic
business partner.
Organization Design & Transformation
Objective: Design and continuously evolve a fit-for-purpose organization that enables business growth,
operational excellence, automation and productivity improvement.
• Analyze the current organizational structure, roles, responsibilities, management layers, spans of
control and organizational effectiveness.
• Lead organization design and restructuring initiatives in response to business growth, automation,
technology changes and operational transformation.
• Evaluate and implement the impact of automation and process improvement on jobs, roles, workforce requirements and capabilities.
• Partner with Factory leadership to redesign jobs and responsibilities to eliminate duplication, improve accountability and increase organizational agility.
• Assess organizational capability and identify structural or role-related barriers to operational excellence.
Strategic Workforce Analysis & Planning
Objective: Ensure the factory has the right workforce size, structure, skills and deployment to meet current
and future business requirements while optimizing productivity and labor cost.
• Analyze current workforce structure by function, role, grade, shift, skills, tenure, productivity
• Lead annual and strategic workforce planning with Factory leadership and functional managers.
• Identify opportunities to optimize workforce deployment, multi-skilling, job redesign and internal
mobility before increasing headcount and provide training for development.
• Identify future workforce and skill gaps and develop appropriate hiring, reskilling, upskilling and
succession strategies.
• Partner with HR Operations to translate approved workforce plans into workforce actions.
Talent & Succession Management
Objective: Build a strong pipeline of talent and successors for critical factory positions to ensure business
continuity and long-term organizational capability.
• Establish and maintain a systematic talent management and succession planning process for critical
factory roles.
• Work with leaders to identify critical positions based on business impact, skill scarcity, operational
risk and succession vulnerability.
• Develop succession plans and readiness assessments for critical positions.
• Identify high-potential employees and design differentiated development plans.
• Partner with managers to establish career paths and development opportunities for critical talent.
• Build talent acquisition mapping to recruit senior talents
Capability & Performance Management
Objective: Build the capabilities and performance culture required to achieve factory operational
excellence, productivity, quality, safety, automation and future business growth.
• Partner with leaders to strengthen performance management quality, including goal setting,
feedback, mid-year review and year-end assessment.
• Define and maintain competency frameworks for critical management, technical and operational
roles.
• Identify current and future capability requirements arising from business growth, automation and
operational transformation.
• Conduct competency and capability gap analysis and translate findings into development priorities.
• Develop strategic learning and development plans focused on critical capability gaps and future
skills.
Safety, Lean Culture & Operational Excellence
Objective: Partner with HSE, Operational Excellence and Factory functional leaders to build employee
awareness, behaviors and capabilities that strengthen a culture of safety, continuous improvement and Lean
manufacturing across the factory.
• Partner with the HSE Manager, Operation Excellence Manager and functional managers to identify
behavioral, awareness and capability gaps related to safety and operational excellence.
• Translate HSE and Lean priorities into employee-focused awareness, communication, learning and
engagement initiatives.
• Develop and implement programs that promote safety, quality ownership, continuous improvement
mindset, problem-solving and employee participation.
• Design and coordinate appropriate training, workshops to reinforce safety and Lean behaviors.
• Integrate safety, Lean and continuous improvement principles into relevant leadership development,
competency development and performance management programs.
• Support managers and supervisors in building their capability to coach, reinforce and role-model
desired safety and Lean behaviors.