Job Title
HR Business Partner - India
Job Description
So, who are we?
IG Group is a FTSE 100 fintech operating across five continents, serving over 1.3m customers and handling billions of dollars in transactions – built on scale, trust, and proof. We didn't pivot to innovation; it's how we've always operated. What that means for the people who work here is real: genuinely complex problems to solve, the technology and resources to tackle them properly, and the kind of scope that's rare in established businesses.
The bar is high – bring a curious and forward-thinking mindset and we'll give you the platform to define what comes next.
Join us at IG – the future gets built here.
Your team
IG Group is a FTSE 100 listed fintech helping people trade the world's financial markets since 1974. We run platforms used by more than a million clients across 18 countries. IG Securities is our institutional business, combining Trading, Prime and Technology with a clear ambition to grow. Bangalore is our largest technology hub and one of the most important engineering centres in the group.
Your role in the Team's Success
You will be the HR Business Partner for Group Technology in IG Securities, partnering leaders across Core Technology, Cyber Security, Infrastructure and Operations and Data and AI. You will own the relationship with the Tech leadership team, run the people agenda for this population and play a central role in building the workforce IG Securities needs for the future. IG Securities is mid-transformation, reducing headcount, shifting to AI-enabled engineering, decommissioning legacy systems, and building deep specialist capability in low-latency and platform engineering. The person who fills this role needs to understand that context, shape the people response to it, and challenge leaders on cost, structure and talent from a position of credibility.
What you'll do
Partner the Technology leadership team
•Own the relationship with the Group Technology leadership team and be their trusted partner on anything that touches people. Be in the room for the decisions that matter.
•Develop a genuine understanding of how each technology domain works, what Core Trading, Trading Platform, Platform Services, AI DevEx, Prime Technology and Product each do, how they are performing, and what their leaders are most focused on.
•Bring insight your leaders have not asked for. Flag the talent risk before it becomes a resignation. Identify the structural issue before it becomes a problem. Connect the people agenda to what the business is actually trying to deliver.
•Hold a position under pressure without damaging the relationship. Be the person who asks the question no one else will.
•Navigate competing priorities across multiple senior stakeholders and keep everyone moving in the same direction.
Challenge on cost, headcount and commercial decisions
•Be the commercial conscience in people decisions, challenge headcount growth, flag cost risk in hiring and contractor plans, and push back when structure does not reflect the strategy.
•Support the contractor reduction and Project Catalyst agenda, ensuring headcount and cost decisions are made with the right information and appropriate rigour.
•Build and defend a business case. Connect people decisions to cost, risk and delivery in language the business uses.
•Use attrition, headcount, engagement and cost data to make an argument, not just to report the position.
Own the workforce of the future agenda
•Partner the Tech leadership team on the skills and capability agenda, what Technology skills IG Securities needs in 12-18 months, where the gaps are, and how we close them through retraining, hiring or exiting roles no longer aligned to the strategy.
•Lead the skills inventory process for the Bangalore technology population, working with tech leads to map current capability against future need, identify single-person dependencies, and build a retention plan for the most critical individuals.
•Support the shift to AI-enabled engineering, low-latency expertise and platform reliability as core capabilities, help leaders understand what that means for the shape of their teams.
•Develop clear progression frameworks that make technical and individual contributor careers as visible and valued as people management careers.
Own initiatives end to end
•Lead people initiatives for the Technology population, do not wait to be asked and do not hand off what you can own yourself.
•Shape and deliver a people plan that addresses the real challenges: retention of critical engineers, capability building, culture of accountability, and performance differentiation.
•Feed what you see on the ground back into the Centre of Excellence so that central programmes are designed for how the business actually works.
Lead employee relations in your area
•Take the most sensitive and complex ER cases, including senior-level and cross-border matters, under Indian employment law.
•Coach managers through cases so they grow in confidence and need you less next time.
•See the pattern behind the cases and fix the cause, not just the case.
•Work with Group ER on anything that carries serious legal or reputational risk.
Drive a high performance culture
•Set the bar for what good performance management looks like in the Tech population and push leaders to differentiate, recognise and act.
•Own the engagement agenda for the Bangalore technology population and hold leaders accountable for their own scores rather than carrying it for them.
•Ensure high performers are known, retained and stretched, and that poor performance is addressed with appropriate speed and care.
Lead organisation design and change
•Lead restructures in the Technology population from start to finish, compliantly and with care for the people involved.
•Advise leaders on structure, spans, layers and role design before decisions are made, not after.
•Support the operating model changes in IG Securities Technology — helping the business land change in a way that people come with us on.
What does success look like?
•The Tech leadership team describes you as a trusted adviser and seeks you out for the hard decisions.
•The skills inventory is complete and is actively being used to shape hiring, retraining and exit decisions.
•Headcount and contractor cost decisions are being made with better rigour and your challenge is welcomed.
•Critical engineers are identified, retained and on clear development paths.
•ER cases are resolved fairly and high-risk matters never catch us by surprise.
•The people plan for Bangalore Technology is owned, delivered and making a visible difference.
•Leaders in the Technology population are more confident, more commercially minded, and managing their people better because of your coaching.
What you'll need for this role
We think you will need most of this, and we would rather hear from you if you have some of it and the appetite for the rest.
•Significant HRBP experience, ideally within technology, financial services or a fast-paced global business and confidence partnering senior technology leaders.
•A genuine commercial curiosity, you want to understand what Technology teams do, how they deliver, and what the business strategy means for the people in them.
•The credibility and courage to challenge senior leaders on cost, headcount, structure and talent, backed by evidence and with the relationship to make it land.
•Experience leading restructures, redundancy processes and organizational change under Indian employment law, with care for the people involved.
•Confidence with ER cases at a senior and complex level, you know when to act, when to escalate, and how to protect the business.
•Strong commercial thinking, you can build a business case, defend a number, and connect people decisions to business outcomes.
•Experience working on skills, capability or workforce planning, ideally in a technology context.
•Comfort with people data. You do not need to be an analyst, but you should enjoy finding the insight in the numbers and using it to influence decisions.
•Clear communication, sound judgement, discretion, and the ability to operate across multiple senior stakeholders simultaneously.
•You work in line with our performance principles: Lead and Inspire, Think Big, Champion the Client, Deliver at Pace and Raise the Bar.
The Perks
It really is more than a job. We think like a start-up, but we deliver like a FTSE 100 — so the bar is high, and we won't pretend otherwise. We work hybrid, which means three days in the office. We'll recognize your talent and make sure that you can still have a life – at work, and outside of it. Networks, committees, awards, sports and social clubs, mentorships, volunteering opportunities, extra time off… the list goes on.
Number of openings: 1
