BUREAU VERITAS  |  HR SHARED SERVICES HUB, NOIDA

Service Delivery Manager – Payroll

Global Process Owner, Payroll & Reward Operations (R2P)

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.

You own payroll and reward delivery end to end for every country moving into Noida. You will move payroll from dozens of local vendors and in-country teams to a controlled, consolidated model. Employees must be paid accurately and on time, in every cycle and in every country, throughout the transition and after it.

1. Transition and shared services set-up

• Lead the payroll transition roadmap country by country, sequenced by risk, complexity, headcount and vendor contract dates.
• Run knowledge transfer from country payroll teams and vendors. This covers desk procedures, statutory calendars, pay elements and local exceptions.
• Plan and run parallel payroll runs for each country. Set clear go/no-go criteria based on variance thresholds, and use hypercare after cutover.
• Deliver the global payroll vendor consolidation programme. Rationalise the vendor portfolio, support selection, and manage exit and onboarding without disrupting pay.
• Design the target operating model for R2P, covering the split of work between hub, vendor and country HR, with RACI, handoffs and cut-off calendars.

2. Process ownership and service delivery

• Act as Global Process Owner for R2P. Own process standards, the global pay calendar, the design of allowed variations, and change control.
• Deliver zero critical payroll errors per cycle through pre-payroll reconciliations, input validation, dual approval and post-pay checks.
• Monitor data flows between the HRIS, time-and-attendance, payroll engines and the general ledger. Resolve interface breaks before cut-off.
• Manage payroll vendors against contractual SLAs, with monthly scorecards, quarterly business reviews and service credits where needed.
• Act as the escalation point for pay issues. Run root-cause analysis on every off-cycle payment and track the fix through to closure.

3. Governance, risk and controls

• Build and maintain the R2P control framework, including key controls, segregation of duties, access reviews and evidence standards.
• Lead annual and ad-hoc audit readiness with Internal Audit, Tax and Finance. Close findings within the agreed timelines.
• Track statutory and regulatory change in every in-scope country. Implement change before its effective date.
• Protect employee pay data in line with GDPR and local privacy law.

4. Continuous improvement and digital

• Standardise pay elements and processes across countries. Reduce local exceptions to the minimum required by law.
• Automate reconciliations, variance analysis and exception reporting using RPA and analytics.
• Drive employee self-service for payslips, tax documents and pay queries to reduce inbound contacts.

5. People leadership, performance and culture

• Build the towers 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: R2P operating model, country wave plan and control framework signed off.
• By go-live: first wave of countries live in Noida after successful parallel runs.
• Within 12–18 months: vendor consolidation on track, zero critical errors sustained, and a clean audit outcome.

KEY PERFORMANCE INDICATORS

Targets are indicative. They will be finalised in the hub SLA framework and country baselines.

• Deep multi-country payroll expertise covering gross-to-net, statutory deductions, tax and social security, and year-end.
• Payroll vendor and aggregator management (for example ADP, Ramco, Alight, or in-country providers), including contract and SLA governance.
• Payroll controls, SOX-style frameworks and audit management.
• Integration of HRIS (Workday / SAP SuccessFactors) with time and payroll systems, including interface monitoring.
• Payroll accounting, GL reconciliation and working knowledge of benefits administration.
• Parallel-run design, cutover planning and hypercare.

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

Essential

• 15+ years in HR operations, including 8+ years leading multi-country payroll.
• Has led at least one payroll transition or vendor consolidation into a shared services centre.
• Has run payroll for 10,000+ employees across several jurisdictions.
• Masters degree in HR, Finance, Business or a related field.

Preferred

• Payroll certification (CPP, FPC, CIPP or equivalent)
• Lean Six Sigma Green Belt or above
• Experience across Europe, Middle East, Africa or APAC payroll

KEY STAKEHOLDERS

Hub Director, Global Reward and Payroll leadership, Finance and Tax, Internal Audit, country HR leads, payroll vendors, HRIS team.