The People Academy Lead owns TTBS's enterprise-wide leadership and behavioural capability agenda. The role architects, builds, and runs the People Academy — the institution responsible for developing leaders at every level, from individual contributors through to enterprise leadership, structured around the four-pillar Lead Self → Lead Others → Lead Leaders → Lead Business framework. Capability is built through a deliberate blend of formal, experiential, social, and peer learning.
Beyond program delivery, the People Academy Lead is accountable for building a visible, credible leadership pipeline that strengthens succession, manager effectiveness, and the culture the business needs to Do Big! Success is measured by leadership readiness and behavioural change, not by training volume.
WHAT SUCCESS LOOKS LIKE
4
pillars fully operational — Lead Self → Lead Business
100%
Don't want to miss the next one?
Subscribe to daily email alerts for roles matching your interests.
Enterprise leadership, strategic and commercial acumen
KEY RESPONSIBILITIES
▸ Academy Strategy & Architecture
Own the vision, mission, and operating model of the People Academy, aligned to business strategy and the HR agenda.
Maintain and evolve the four-pillar leadership framework and the underlying skills and competency architecture.
Set the annual capability roadmap, priorities, and investment case in partnership with HR and business leadership.
▸ Curriculum & Program Design
Design role-based leadership journeys across all four pillars, applying a 70:20:10 blend of experiential, social, and formal learning.
Build flagship programs — first-time-manager, leaders-of-leaders, and senior-leadership — with clear objectives and success metrics defined upfront.
Curate and integrate external content and platforms (LinkedIn Learning, Coursera, business-school partnerships) into coherent journeys.
▸ Social & Peer Learning
Embed social and peer learning as a core modality — the ‘20’ in 70:20:10 — rather than an add-on to formal programs.
Build communities of practice, peer-coaching and learning circles, and cohort-based action learning across all four pillars.
Enable manager-led and peer-to-peer learning at scale, using LMS / LXP and collaboration platforms to make internal expertise visible and shareable.
▸ Delivery, Faculty & Facilitation
Personally facilitate senior and leadership cohorts; build and manage an internal-faculty and external-partner ecosystem.
Ensure quality, consistency, and learner experience across all deliveries and zones.
▸ Leadership Pipeline & Talent
Partner with HR to link academy outcomes to succession planning and high-potential development for business-critical roles.
Track leadership readiness and manager effectiveness as core measures of academy impact.
▸ Governance, Measurement & Stakeholders
Run the academy's governance forums and RACI; report progress and impact to the CHRO and leadership.
Own the measurement framework — from participation and experience through to behavioural change and business outcomes.
Manage the academy budget and vendor / faculty commercials with discipline.
KEY INTERFACES
CHRO & HR Leadership
Align academy to talent, succession, and culture agenda
Business & Functional Heads
Diagnose leadership demand; secure sponsorship and nominations
HR Business Partners
Deploy programs, drive nominations, and track cohort progress
Fellow Academy Leads
Coherence with Product & OEM and Sales academies
External Faculty & Partners
Tata Management Training Center, Business schools, coaches, and learning-platform providers
KEY COMPETENCIES
Leadership Development Expertise — deep grounding in how leaders grow, and how to build capability that sticks.
Strategic & Business Acumen — connects the leadership agenda to business strategy, talent risk, and commercial outcomes.
Executive Stakeholder Management — credible with, and able to influence, leaders up to CXO level.
Facilitation & Coaching — commands a senior room; coaches’ leaders through real challenges.
Program & People Leadership — builds and leads a team and orchestrates a faculty and vendor ecosystem.
Social & Peer-Learning Design — builds communities, peer-coaching networks, and cohort learning that scale capability beyond the classroom.
Emotional Intelligence — high self-awareness and interpersonal insight; a role model for the behaviours the academy teaches.
NICE TO HAVE
Leadership & behavioural capability development
Curriculum architecture & instructional design
Facilitation of senior / leadership audiences
Stakeholder management up to CXO level
Learning measurement & business linkage
Team & vendor / faculty management
Telecom / B2B services background
ICF or equivalent coaching credential
Succession & talent-management exposure
Design Thinking & experience design
Digital learning & LXP fluency
IDEAL CANDIDATE PROFILE
Indicative — calibrate band and experience to the target grade.
Education: Postgraduate in HR / OD / Business; premier-institute background preferred.
Experience: 12–18 years across L&D / OD / leadership development, with a track record of building or running a leadership academy or CoE.
Certifications: Coaching credential (ICF or equivalent) and psychometric / assessment accreditations are an advantage.
Mobility: Willing to travel (~25–30%) for zonal delivery and field engagement.
THE TATA WAY
This role operates in the spirit of the Tata values and the TTBS promise — Faster, Simpler, Closer. The People Academy Lead is expected to be a visible custodian of the Tata Code of Conduct and Tata leadership behaviours, modelling the standard the academy sets for others.
Similar roles you might like
More openings like this one — take a look before you go.
