HR Business Partner

JOB DESCRIPTION — HR BUSINESS PARTNER

Comfit & Valves Pvt. Ltd.

About Comfit & the Opportunity

Comfit & Valves Pvt. Ltd. manufactures precision instrumentation valves and fittings at Chhatral Gujarat supplying oil & gas power chemical and process industries in India and export markets. The business is engineer-to-order in character with a significant share of orders built to customer-specific drawings and is investing in ERP-driven planning manufacturing engineering and automation to scale delivery performance and capacity. Growth of that kind is limited by people before it is limited by machines. This role is being created to put a proper performance and talent system in place — clear goals for every employee a disciplined appraisal cycle and a second line behind every critical position — supporting a workforce of headcount across staff and shop floor.

Role Purpose

Partner with the Managing Director and the functional heads to align the workforce with the company's business goals. Own the design and running of the performance management system ensuring every employee has clear KPIs linked to business objectives and is reviewed on a disciplined monthly cadence. Build the organization's talent depth through structured hiring second-line development and succession planning so that the business is never dependent on any single individual. Coach managers to lead their teams well and guide the organization through periods of change.

Qualification & Experience

MBA / PGDM in Human Resources or MSW / MLW.

10–12 years of total experience of which at least 4 years as an HR Business Partner or leading the HR function in a manufacturing organization. Experience of working directly with a promoter or Managing Director is strongly preferred.

Preferred Industry Background

Precision engineering valves and pumps auto components industrial equipment general engineering manufacturing. Experience in an SME or mid-size owner-managed business is preferred over large corporate HR structures.

Technical & Functional Knowledge

• Business partnering with functional leadership and promoter-led management

• Performance management system design — SMART goals KPI cascading review cadence

• Workforce planning manpower budgeting and organization structure design

• Compensation structure salary benchmarking and increment framework design

• Talent acquisition for engineering technical and shop-floor roles

• Succession planning second-line development and competency mapping

• Change management and organizational communication

• Statutory compliance — PF ESI Factories Act Contract Labour Act Shops & Establishments

• HRMS / ERP administration and HR analytics (ERPNext HRMS or equivalent)

Key Responsibilities

• Translate the company's business goals into workforce plans covering structure headcount capability and cost.

• Design a clear KPI set for every role jointly with the respective function head ensuring each KPI is measurable and traceable to a business objective.

• Run a monthly appraisal cadence with each function head reviewing performance against agreed KPIs and ensuring gaps are addressed while they are still correctable.

• Own the annual increment process end to end — define the criteria ensure ratings are applied consistently across functions and close the cycle on schedule.

• Ensure increment outcomes are fair defensible and communicated once so that decisions are not reopened after they have been issued.

• Build and maintain a live talent pipeline for every critical and hard-to-fill position so that no vacancy or retention demand catches the business unprepared.

• Develop a ready second line behind each function head and key specialist role through structured development plans and job rotation.

• Coach function heads and managers on team building delegation performance conversations and handling of difficult people situations.

• Lead change management for organizational systems and process transitions ensuring employees understand what is changing and why.

• Drive recruitment on boarding and induction so that new hires reach productivity quickly.

• Identify training needs maintain the skill matrix and deliver a training calendar that closes capability gaps.

• Maintain a regular and visible presence at the Chhatral plant so that shop-floor employees supervisors and contract manpower have direct access to HR and issues are picked up on site rather than reported second-hand.

• Ensure full statutory and labour law compliance and maintain sound employee relations across staff and contract manpower.

• Maintain HR data dashboards and MIS and report workforce performance to the Managing Director monthly.

Authority

• Approve recruitment activity sourcing channels and interview processes within the approved manpower plan.

• Approve the annual training calendar and its execution within the approved budget.

• Approve routine HR and administrative expenditure within delegated authority and company policy.

• Decide the format cadence and documentation standards of the performance management system.

• Recommend the organization structure manpower budget and role definitions for management approval.

• Recommend increments promotions band changes and incentive payouts for management approval.

• Recommend compensation structures and benchmarking corrections based on market data.

• Recommend disciplinary action and exits in line with policy and applicable labour law.

Key Performance Indicators

What Success Looks Like

In the first 90 days

• Understand the business goals order flow and the role each function plays in delivering them.

• Map the current organization structure manpower capability gaps and single-person dependencies.

• Build working relationships with the Managing Director and every function head.

• Baseline attrition open positions salary structure and the existing appraisal practice.

• Present a proposed KPI framework appraisal calendar and increment policy to the Managing Director for approval.

By the end of 12 months

• Every employee has documented SMART KPIs signed off by their function head and linked to a business objective.

• The monthly appraisal cadence is running across all functions without follow-up from management.

• The annual increment cycle is completed on schedule applied consistently and closed without post-decision revisions.

• A named and developing second line exists for every function head and critical specialist role.

• A live external pipeline is maintained for all critical positions with candidates reachable at short notice.

• Regretted attrition reduced against the agreed baseline.

• Statutory compliance maintained without a single lapse.

Personal Attributes & Leadership Mindset

• Business-first mindset — understands how the company makes money before writing policy

• Credible with line managers; able to coach and challenge senior people without losing the relationship

• Fair consistent and firm — holds a decision once it is properly made

• Data-driven; comfortable working with numbers dashboards and evidence rather than impressions

• High integrity and discretion with confidential information

• Structured and disciplined in follow-through; closes cycles on time

• Resilient and composed in difficult conversations and periods of change