HR Admin Executive

Our Vision, Mission & Identity:-

Vision: - To lead every community toward energy independence through trusted solar solutions, inspiring a self-reliant future where clean energy is the standard for all.

Mission: To provide every community with professional solar solutions that guarantee energy security, maximize savings, and eliminate coal dependency — one rooftop at a time.

• Who we are: BG Solar System is not just a solar installation company — we are building a brand in Chhatrapati Sambhajinagar where customers feel, “yes, this is professional work.”

• What we deliver: We don’t just install solar systems — we make people energy-independent.

• Positioning: BG Solar System — Your Local, Long-Term Solar Partner.

1. Why This Role — The Business Case

BG Solar is today a 4-person company with the ambition of turning an entire city into a “Green City.” Toyota’s approach to leadership holds that a leader’s real job is not just completing daily tasks, but aligning people with the organisation’s purpose and developing them to be capable of more. Achieving a vision this large with a team this small requires hiring the right people, connecting them to purpose from day one, and keeping process and culture structured — which calls for a dedicated HR role that is not just “admin,” but a co-builder of culture and brand.

2. Position Overview:

Title: HR & Culture Builder

Reports to: Founder / Owner (flat

structure — at a 4-person company, this person works directly with the founder, not through layers of management)

Location: Chhatrapati Sambhajinagar, Maharashtra — field visits required

Type: Full-time

Team size context: 4-person organisation — this role wears multiple hats: HR, culture, process, and brand-building

3. Core Responsibilities — 5 Mandates

These 5 mandates are drawn directly from your own requirements, each supported by a proven framework from Toyota’s management approach.

Mandate 1 — Purpose-Aligned Hiring

•     Hire for mission-fit, not just skill — judge every candidate not only on technical ability, but on alignment with BG Solar’s purpose — helping people become energy-independent and working on community trust.

•     Targeted-selection interviewing — Toyota’s hiring process asks candidates for real past examples rather than hypotheticals (“Tell me about a time you helped someone or solved a problem — what exactly did you do?”), because past behaviour is the best predictor of future performance. Ask candidates similar questions: “Tell me about a time you went the extra mile for a customer or your community.”

•     Structured, repeatable process — replace ad-hoc hiring with a defined process (screen → practical task → targeted interview → reference check) so every hire meets consistent quality.

Mandate 2 — Onboarding, Training & Culture Alignment

•     Use Job Instruction Training (JIT) — Toyota ka proven 4-step training method, jo World War II ke TWI program se adopt kiya gaya tha:

◦     1. Break down the job — split the role into small, learnable steps, and identify the “key points” (safety, quality, technique) for each step

◦     2. Present the operation — “Tell, Show, Illustrate”: first explain what to do, then show how to do it, then explain why

◦     3. Try out performance — the new employee performs the task themselves, while the HR/trainer observes and corrects

◦     4. Follow up — regular check-ins, so the training doesn’t become “sink or swim”

•     Culture alignment from day one — onboarding should be more than process training — connect the new employee to the Panch-Sutras values and company mission, so that “Bharosa” (trust) is felt internally, not just promised to customers.

Mandate 3 — Cross-Functional Process Setting

•     Standardized work across every function — installation, sales/lead follow-up, customer service, and admin — every area should have a clear, documented “standard way.” Toyota’s experience is a caution here: without proper documentation and follow-through, posted standards end up as paperwork nobody actually follows.

•     Proper implementation, not just documentation — once a process is written, HR’s job is to audit whether the team is actually following it, and correct the gaps where they appear.

Mandate 4 — Lean Culture in the Office

•     Recognize the 8 wastes — Toyota’s lean framework treats overproduction, waiting, unnecessary movement, and defects as waste — and, most importantly for a small team, “unused employee creativity” (not listening to or engaging team ideas). In a 4-person team, every person’s input is critical.

•     Small, regular improvements (Kaizen) — encourage small, daily improvements instead of relying on big, one-time “fixes” — in office processes, communication, or customer handling.

•     5S-inspired organisation — keep both the workspace and digital files/records organised, so time isn’t wasted searching for things.

Mandate 5 — Own the Brand-Building Challenge

•     HR as culture carrier, not just admin — in a 4-person company, HR is not a “back office” role — this person will work alongside the founder to drive the mission of making Sambhajinagar a Green City from the inside out.

•     Willingness & desire to lead — this is the one trait Toyota’s framework says cannot be taught — the candidate needs a genuine drive to take on this challenge, not just willingness to follow a job description.

•     Grow people, grow the brand — as the team grows, this role’s job is to make sure documentation, mentoring, and standards are strong from now on, so new hires become productive and mission-aligned quickly.

4. Required Skills & Selection

Criteria

Toyota’s leadership framework (originally drawn from U.S. wartime Training Within Industry material, and adopted by Toyota) lists six characteristics of an effective leader. These translate directly into what to screen for in this hire:

•     1. Willingness & desire to lead — not just wanting the job title, but wanting to guide and develop others. This is considered the one trait that can’t be taught — it has to already be there.

•     2. Job knowledge — understands (or can quickly learn) solar installation basics, technician workflows, and local compliance — enough to know when work isn't up to standard.

•     3. Job responsibility — understands company policy, safety norms, and how HR decisions ripple across departments.

•     4. Continuous improvement mindset — actively looks for small, regular ways to simplify processes rather than waiting for a big fix.

•     5. Leadership ability — can translate founder-level goals into specific day-to-day actions for the field team.

•     6. Teaching ability — can actually transfer knowledge to technicians and new hires, not just hold it.

•     Practical requirements: graduate (HR/business admin preferred, not mandatory); local to Sambhajinagar (important for the hyperlocal trust model); comfortable with Excel/WhatsApp Business; own 2-wheeler for field visits.

•     Mission-fit filter: most important — does this candidate genuinely believe solar/clean energy matters for the community? This is an HR-driven brand-building role, so a “just another job” mindset won’t work here.

5. Recommended Hiring Process

Toyota's Georgetown plant used an intensive multi-stage process (aptitude test → an 8-hour simulated “day of work” → targeted-selection interview) to hire team and group leaders. A small business can't run an 8-hour assessment, but the same logic scales down well:

•     Step 1 — Basic screen: short written/verbal check on communication and general aptitude.

•     Step 2 — Mini “day of work”: give the candidate a real, small task (e.g., draft a sample work order, resolve a mock customer complaint) and observe how they handle it — individually and, if possible, with a teammate.

•     Step 3 — Targeted-selection interview: ask for specific past examples rather than hypotheticals — e.g. “Tell me about a time a customer was upset with a delay. What did you do?” Follow up on exactly who they told, whether they acted alone or looped others in, and what the outcome was.

•     Step 4 — Reference/background check before the offer.

6. Growth Path

Toyota’s leadership-development model is built on promoting from within and mentoring over time, rather than parachuting someone into authority with no support. For BG Solar, that means: define this role clearly now, document the “standard” way it’s done, and identify within 12–18 months whether this person (or someone they’ve trained) is ready to take on more — e.g. a dedicated field supervisor role as the company scales toward more C&I/BESS projects.