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Job Title: HR Director, RIB India

Location: Nashik & Pune (regular presence on both locations)

Employment Type: full-time

Senior HR leadership for RIB India, with a special focus on the Product Organization

Role Purpose

RIB Software is transforming how it designs, develops and delivers construction software through an increasingly AI-enabled Software Development Lifecycle (SDLC). India is a strategically important Product and Innovation hub within this transformation.

The Director of Human Resources, India is the senior HR leader responsible for developing and executing the India people strategy, with particular emphasis on enabling the Product Organization’s business, workforce and AI-transformation priorities as well as commercial growth of the RIB portfolio in the Indian Market.

Following the successful completion of Project Unlock (slump deal transferring R&D workforce from Winjit India legal entity to RIB India legal), the role will ensure that the integration foundations are converted into a sustainable, scalable and globally aligned operating model through Project Stabilize, to be known internally as Project Stability (in progress).

Key Responsibilities

India People Strategy and Strategic HR Leadership

·        Develop and deliver an integrated India People Strategy aligned with RIB’s corporate strategy, Product Organization priorities and India growth ambitions.

·        Act as senior HR adviser to the India leadership team and Product leaders, translating business priorities into measurable workforce, organization, talent and culture outcomes.

·        Provide an India perspective to global HR strategies while ensuring local execution is aligned with RIB-wide standards.

·        Balance strategic transformation with high-quality, compliant and employee-focused HR operations.

·        Represent HR in India governance forums and cross-functional transformation programs.

Project Stabilize and Post-Unlock Transformation

·        Serve as the senior HR owner for the HR workstream of Project Stabilize, converting the achievements of Project Unlock into stable business-as-usual HR processes, governance, and organizational practices.

o Complete the integration of RIB India into global HR processes, campaigns and standards.

o   Maintain and further develop the India HR action plan, provide progress reporting and escalate material workforce or organizational risks.

o   Ensure that policies, processes and governance mechanisms are understood, adopted and consistently applied, with clear ongoing ownership.

o   Partner across Finance, Legal and Compliance, Product, IT, Administration and Travel on cross-functional matters affecting the workforce and employee experience.

HR Governance, Policy and Operational Maturity

·        Maintain compliant, standardized and audit-ready HR processes aligned with Indian labor law and RIB governance requirements.

·        Ensure clarity of HR ownership, approval authorities, decision rights and escalation routes.

·        Maintain the India employee-policy framework and oversee employee relations, grievance handling, disciplinary processes and performance-improvement procedures.

·        Partner with Legal and Compliance on policy development, labor-law requirements, compensation compliance and regulatory change.

·        Strengthen HR data quality, reporting, documentation and controls while simplifying processes and improving manager and employee experience.

AI-Enabled SDLC Workforce Transformation

·        Translate the AI-enabled SDLC roadmap into an India workforce and capability strategy.

·        Assess how AI augmentation affects roles, competencies, team structures, career paths, and workforce composition.

·        Partner with global HR business partners and Product leaders to define future role profiles and capability requirements across Product Management, Engineering, Quality and Security.

·        Identify roles requiring reskilling, upskilling, redeployment, redesign or external recruitment.

·        Build change and adoption plans that help employees and managers understand how work will evolve.

·        Develop workforce measures covering capability readiness, adoption, and organizational impact.

Strategic Workforce Planning and Organization Design

·        Lead workforce planning for RIB India with a specific focus on the Product Organization.

·        Establish a workforce baseline covering capacity, skills, critical roles, succession exposure, location, and future demand.

·        Translate Product roadmaps and SDLC transformation requirements into short- and medium-term workforce plans.

·        Advise on organization structures, spans and layers, reporting relationships, team composition and decision rights.

·        Determine whether capability gaps should be addressed through development, internal mobility, recruitment, redeployment, or organizational redesign.

·        Integrate location and office-capacity decisions with workforce planning.

Talent Acquisition and AI-Led Hiring

·        Own the India Talent Acquisition strategy in partnership with the global TA organization.

·        Build sustainable pipelines for software engineering, architecture, security, quality, product management, AI, and other critical capabilities.

·        Shift recruitment from predominantly capacity-based hiring toward capability, experience, innovation potential, and future workforce requirements.

·        Ensure Product requisitions reflect the appropriate job architecture, capability profile and AI-fluency expectations.

·        Strengthen hiring-manager capability, selection quality, candidate experience, time to hire and time to productivity.

·        Create corrective sourcing, location or role-design actions for critical or long-standing vacancies.

7. Workforce Development and Future Skills

·        Build an India workforce-development roadmap aligned with the AI-enabled SDLC strategy.

·        Identify technical, product, leadership and behavioral capabilities required for the future organization.

·        Establish targeted reskilling and upskilling pathways, including AI-fluency learning journeys appropriate to different roles.

·        Strengthen product, engineering and people-leadership capability through practical development interventions.

·        Create internal mobility and career pathways that retain strong employees while addressing future capability needs.

·        Link development priorities to talent reviews, succession plans and performance-development conversations.

Change Management and Transformation Adoption

·        Lead the people-change strategy for major organizational and technology transformations in India.

·        Conduct stakeholder, organizational-impact, and change-readiness assessments.

·        Build clear change narratives explaining the business rationale, workforce implications, and expected employee behaviors.

·        Equip leaders and managers to communicate and implement change effectively.

·        Establish listening and feedback mechanisms and coordinate communications, training, manager enablement and employee support.

·        Ensure sensitive workforce changes are managed fairly, consistently and in line with Indian employment requirements.

Talent, Leadership and Succession

·        Establish a structured India talent-review and succession-planning cycle.

·        Identify critical roles, high-potential talent, capability risks and leadership-pipeline gaps.

·        Develop succession coverage for key Product, technical, and functional roles.

·        Strengthen manager capability in performance, development, feedback, employee relations and organizational change.

·        Create development plans for employees whose roles may be materially affected by the SDLC transformation.

Employee Experience, Engagement and Culture

·        Build an employee experience that supports performance, learning, inclusion and retention.

·        Champion RIB’s values and strengthen employee communication and trust during transformation.

·        Use engagement insights and employee feedback to identify and address organizational issues.

·        Develop targeted retention strategies for critical skills and key talent segments.

·        Partner with leadership on the future working approach for Nashik and Pune, taking into account of collaboration, employee experience, talent availability, and capacity requirements.

Key Deliverables

·        An integrated RIB India People Strategy.

·        A clear transition plan from Project Stabilize into sustainable business-as-usual ownership.

·        A Product Organization workforce plan aligned with the AI-enabled SDLC roadmap.

·        A prioritized reskilling, upskilling and talent acquisition plan.

·        A critical-role and succession map for RIB India.

·        An organizational change and communication plan for the SDLC transformation.

·        A mature India HR governance and policy framework.

·        A data-driven Talent Acquisition strategy for critical and scarce capabilities.

·        Defined success measures covering operational maturity, workforce readiness, recruitment, development, engagement and change adoption.

Experience and Qualifications

·        Significant progressive HR leadership experience in India.

·        Senior HR business-partnering experience within software, technology, product development, engineering or a comparable knowledge-based environment.

·        Demonstrated experience leading organizational transformation and complex change.

·        Strong expertise in strategic workforce planning, organization design, talent acquisition and workforce development.

·        Experience working with Product, Engineering or Research and Development, and Sales leaders.

·        Strong knowledge of Indian employment law (Maharashtra focus), employee relations, HR governance and compliance.

·        Experience operating in a global, matrixed organization.

·        Strong program-management, analytical and cross-functional stakeholder-management capability.

·        Ability to translate business and technology strategies into practical people and organization plans.

Preferred

·        Experience supporting an AI, digital, cloud or software-development transformation.

·        Working understanding of SDLC, Agile delivery and product operating models.

·        Experience developing technology talent markets and capability pipelines in India.

·        Experience integrating acquired, transferred or previously separate employee populations.

·        Experience moving a significant transformation program from implementation into stable business-as-usual operation.

·        Familiarity with Workday or a comparable global HR platform.

·        Leadership Capabilities

Strategic business and Product acumen

·        Transformation and change leadership

·        Technology and AI curiosity

·        Workforce and organization-design capability

·        Commercial judgment

·        Data-driven decision-making

·        Executive stakeholder management

·        Cross-cultural collaboration

·        Constructive challenge

·        High integrity and sound judgment

·        Employee and customer orientation

·       Execution through complexity and ambiguity

Success Measures

·        Sustainable transition of Stabilize actions into clearly owned business-as-usual processes.

·        Completion and effective adoption of outstanding India HR policies and governance mechanisms.

·        Demonstrable workforce readiness for the AI-enabled SDLC transformation.

·        Defined organization and capability plans for affected Product teams.

·        Improved pipelines for critical Product and technology roles.

·        Effective integration of AI fluency into hiring, development, and talent decisions.

·        Increased internal development and mobility into priority capabilities.

·        Stronger succession coverage for critical India roles.

·        Improved manager capability and employee understanding during transformation.

·        Reliable HR data, controls, compliance and audit readiness.

·        Improved employee experience and retention in critical talent populations.

·        Clear alignment between the India workforce agenda and the Global Product Organization strategy.

People at RIB

We’re focused on the single most important part of RIB's business: our employees. From recruitment and reward to experience and engagement, our partnerships across the business create and enable the conditions for every individual to thrive.

Doing the best we can for our great people requires quick thinking – and big thinking. Our team is as involved in the day-to-day activities affecting the employee experience as we are in the global transformation projects shaping RIB’s future. Join us and become part of a diverse and vibrant group that’s striving to make every day at RIBeven better than the last.

RIB may require all successful applicants to undergo and pass a comprehensive background check before they start employment. Background checks will be conducted in accordance with local laws and may, subject to those laws, include proof of educational attainment, employment history verification, proof of work authorization, criminal records, identity verification, credit check. Certain positions dealing with sensitive and/or third party personal data may involve additional background check criteria.

RIB is an Equal Opportunity Employer. We are committed to being an exemplary employer with an inclusive culture, developing a workplace environment where all our employees are treated with dignity and respect. We value diversity and the expertise that people from different backgrounds bring to our business.

Come and join RIB to create the transformative technology that enables our customers to build a better world.