HR

ABOUT THE ROLE

IWLD is looking for a hands-on HR professional to be the single point of contact for everything that happens to an employee during their time at the company — from the day they accept an offer, through day-to-day team issues, right up to their exit and final settlement.

This is not a paperwork-only role. You will sit in on team meetings, mediate conflicts between team members, counsel employees through personal or professional friction, and be the calm, fair voice people come to when something isn't working — while also owning the full documentation trail (letters, checklists, settlement statements) that keeps every case audit-ready and legally sound.

You will work closely with the Recruitment team, Reporting Managers, the Director, Accounts and Facilities, and will follow IWLD's existing SOPs and templates for every stage of the employee lifecycle.

KEY RESPONSIBILITIES

A. Joining & Onboarding

• Coordinate the hiring-to-joining process: verify documents, background/reference checks and medical fitness conditions per the Offer Letter before it is confirmed.

• Prepare and issue Offer Letters and Appointment Letters, correctly matching Designation, Grade (Annexure A) and Site/Work Mode (Annexure B) between the two documents.

• Ensure all 15 clauses of the Appointment Letter are filled in correctly, including Clause 11 (accommodation & food) for relocating employees.

• Conduct induction for new joiners — company policies, code of conduct, reporting lines, and where to go with a problem.

B. During Employment — Meetings, Conflicts, Counselling & Team Issues

• Be the first point of contact for interpersonal issues — fights between team members, ego clashes, personality conflicts, communication breakdowns — and mediate them fairly and confidentially.

• Conduct one-on-one counselling sessions with employees facing personal, performance or workplace difficulties, and escalate to the Director where the issue is serious.

• Sit in on or facilitate team meetings where HR presence is needed — performance discussions, grievance conversations, team disputes. • Identify and flag early warning signs of performance or conduct issues to Reporting Managers before they escalate.

• Own the Performance Improvement Plan (PIP) process end-to-end: draft the PIP with the Reporting Manager, run the review checkpoints (Day 30/60/90 or as applicable), document outcomes fairly and factually.

• Where a complaint involves possible misconduct, follow the SOP — Domestic Enquiry & Chargesheet Process precisely: incident documentation, Chargesheet, employee's written explanation, Enquiry Officer appointment, enquiry, Enquiry Report, and second show-cause — before any termination is considered.

• Maintain strict confidentiality on every counselling, grievance and disciplinary matter — details are shared only with those directly involved (Reporting Manager, HR, Director).

C. Exit & Termination

• Handle voluntary exits: receive resignations, confirm notice period and Last Working Day, and issue the Notice Period & Resignation Acceptance Letter (selecting Option A, B or C correctly).

• Handle involuntary exits: identify the correct Reason for Exit, ensure all required documentation exists (PIP records, or completed domestic enquiry file), get Director approval, and issue the Termination of Employment Letter using the correct Option (A – Performance/Redundancy, B – Failed Probation, or C – Conduct & Compliance). • For resident staff, issue the Notice to Vacate Company Accommodation alongside the initiating letter, and coordinate with Facilities on inspection and any overstay charges.

• Run the Clearance Checklist across every department (Reporting Manager, HR/Admin, IT/Systems, Accounts, Facilities, Communication Groups) before any settlement is finalised.

• Work with Accounts to complete the F&F Settlement Calculator and issue the signed Full & Final Settlement Statement.

• Issue statutory exit documents — Relieving Letter, Experience Letter, Form 16/TDS certificate, PF forms — alongside or immediately after final payment.

• Conduct exit interviews and record genuine feedback for the Director's review. D. Recruitment Coordination & Reporting

• Coordinate closely with the Recruitment team on open positions, candidate pipeline status, and joining schedules, so HR is aligned with hiring before a new joiner ever reaches the Offer Letter stage.

• Track recruitment progress against open roles and provide regular status reporting to the Director — vacancies, candidates in process, expected joining dates, and any bottlenecks.

• Act as a problem-solver between Recruitment and Reporting Managers when there's a mismatch — role requirements unclear, candidate quality issues, delays in interview scheduling, or offer negotiations — stepping in to unblock the process.

• Ensure a smooth handoff from Recruitment to HR once a candidate accepts, so Designation, Grade and Site are correctly carried through from the recruitment stage into the Offer Letter and Appointment Letter. E. Documentation & Process Ownership

• Own and maintain every HR document and template listed in the Document Flowchart & Trigger Guide — always using the correct document, in the correct order, for the situation.

• Keep every case file complete and audit-ready: signed letters, checklists, review notes and settlement statements on record for each employee.

• Track the indicative timelines in the SOPs (chargesheet response windows, enquiry timelines, clearance and settlement deadlines) and flag delays to the Director.

• Escalate disputed clearance items or disputed F&F amounts to the Director per the SOP's escalation process, rather than resolving them unilaterally.

• Keep the Reason for Exit — Master List, Designation/Grade list and other reference sheets in the Master Reference Workbook up to date as the company's org structure evolves.

• Flag any gap between an actual case and what the current templates cover (e.g. an enquiry-stage document not yet built) to the Director rather than improvising language on a live case.