HR Service Desk Service Delivery Manager

Service Delivery Manager - HR Service Desk BUREAU VERITAS | HR SHARED SERVICES HUB, NOIDA Service Delivery Manager – HR Service Desk Global Process Owner, HR Service Desk & Case Management (Q2R) Tower Query to Resolution (Q2R) Location Noida, India (HR Shared Services Hub) Reports to HR SSC Regional Hub Director, Noida Role type People manager Scope Multi-channel HR contact centre (Tier 0–2), case management, knowledge management and employee self-service Grade ABOUT THE HUB Bureau Veritas is building a greenfield HR Shared Services hub in Noida. The hub will bring HR operations that currently run separately in each country into one standardised, digitally enabled service centre. You will design your tower, move work into Noida in structured waves, and run it at scale to global standards. ROLE PURPOSE You own the front door of HR. You will turn country help desks, shared inboxes and informal routes into one tiered, multilingual service desk. Employees will get fast, accurate answers, and every query will be tracked, measured and used to improve how HR works. KEY RESPONSIBILITIES 1. Transition and shared services set-up Map each country's current query channels, volumes, query types and resolution paths, and set the baseline. Design the Q2R tiered model: Tier 0 self-service and chatbot, Tier 1 hub desk, Tier 2 hub specialists, and Tier 3 CoE or country HR, with clear handoff rules. Set up the service desk for each transition wave, covering language coverage, time-zone rostering, channel setup and routing rules. Build the knowledge base before each go-live so that every in-scope query type has approved content from day one. 2. Process ownership and service delivery Act as Global Process Owner for Q2R. Own case categorisation, priority and SLA matrices, and escalation paths. Own the central knowledge base and keep it current. Target 95%+ coverage of Tier 1 queries and track content accuracy. Run weekly triage and trend reviews with HR business partners and GPOs. Turn repeat queries into process fixes in other towers. Plan workforce needs using volume forecasting and real-time management to meet service levels. Handle sensitive and VIP cases with discretion. Apply clear routing for ER, grievance and wellbeing matters. 3. Governance, risk and controls Run a quality assurance framework covering random case audits, calibration sessions, customer-feedback sampling and SLA scoring. Enforce data-privacy controls on case content, access and retention. Maintain a service catalogue and SLA agreements with each receiving country and CoE. 4. Continuous improvement and digital Increase self-service and chatbot deflection through better content and design. Use case and sentiment analytics to find the top drivers of contact and remove them at source. Deploy generative-AI agent assist and knowledge tools, with human quality control. 5. People leadership, performance and culture Build the tower's team from the ground up. Define the structure, spans of control, role profiles and hiring plan for each transition wave. Recruit, onboard and develop team leads and specialists. Build succession cover for every critical role before the tower reaches steady state. Run a disciplined people-performance cycle covering goal setting, monthly one-to-ones, quarterly reviews and calibrated year-end ratings. Keep attrition, absence and engagement at or better than hub targets. Act early on hotspots. Model the hub culture of ownership, customer focus, speed with control and learning. Make it visible in how the team works every day. Build capability through skills matrices, cross-training and certification paths. Create career moves across towers. WHAT SUCCESS LOOKS LIKE First 90 days: tier model, service catalogue, and case taxonomy with SLA matrix signed off. By go-live: service desk live for the first wave, with the knowledge base and QA framework running. Within 12–18 months: rising self-service deflection, FCR and CSAT at target, and falling repeat contacts. KEY PERFORMANCE INDICATORS KPI Indicative target First contact resolution ≥ 75% at Tier 1 Employee CSAT ≥ 4.3 / 5 SLA adherence (response and resolution) ≥ 95% Self-service / chatbot deflection Increased quarter on quarter Knowledge base coverage ≥ 95% of Tier 1 query types QA score ≥ 90% Repeat contact rate Reduced against baseline Targets are indicative. They will be finalised in the hub SLA framework and country baselines. TECHNICAL SKILLS HR service delivery and case management platforms (ServiceNow HRSD, Salesforce, Workday Help or similar, preferably Zendesk). Knowledge management covering content governance, article lifecycle and search optimisation. Contact-centre operations, including workforce management, forecasting, real-time management and multi-channel routing. ITIL v4 service management practices. Quality assurance and speech/text analytics. Conversational AI and chatbot design. LEADERSHIP COMPETENCIES Customer-centric leadership • Builds teams from zero • Drives change and adoption • Sound judgement under pressure • Influences without authority across countries • Data-led decision making • Coaches and develops talent • Holds a high bar on control EXPERIENCE AND QUALIFICATIONS Essential 15+ years in HR or employee services, including 7+ years leading a multi-country HR service desk. Has set up or transitioned an HR contact centre into shared services. Has led multilingual, multi-time-zone service operations. Master's degree in HR, Business or a related field. Preferred ITIL v4 Foundation or higher COPC or similar contact-centre certification Experience implementing Zendesk HRSD KEY STAKEHOLDERS Hub Director, other tower GPOs, HR business partners, CoEs, country HR, HR technology team, employee representatives where relevant. Experience Level Mid Level