About the role

Performance management  is not an HR process. It is the mechanism that decides where the company invests in people: who gets stretch assignments, who gets promoted, whose work gets recognized and rewarded. Done badly, it produces rubber-stamped ratings that tell nobody anything. Done well, it becomes a decision-making tool the whole business trusts, and the reason strong performers know their work is seen.
This role owns that mechanism end to end. Reporting to the VP of People & Workplace, you will build the analytical infrastructure that lets  make faster, better-informed decisions about talent, and you will be the person senior leaders come to when they need a defensible answer on where performance is strongest and what it means commercially.

Main tasks and responsibilities

• Design the mechanics that separate real performance signal from rating inflation and manager bias, including analytical detection of anomalies in rating patterns across teams and functions.
• Build the link between individual goals and the metrics the business actually runs on, so a goal cascade produces something a CFO would recognise as accountability, not aspiration.
• Own calibration as a governance function: ensure ratings are consistent, evidence-based, and fair across the organisation, and that the outcome holds up when a manager pushes back.
• Build the reporting that gives leadership a real-time view of performance across the organisation, and turn it into recommendations on promotion, reward, and investment in talent.
• Sit in the room for org design and workforce planning decisions and bring the performance data that changes the outcome.
• Hold managers to a high standard of honest, differentiated assessment. This means being comfortable telling a VP their team’s ratings don’t hold up to scrutiny.

About you

• You have a background in Strategy consulting (MBB or equivalent) combined with time operating inside a high-growth technology or consumer business. You know the difference between a recommendation and something that survives contact with a live organization.
• You build defensible analytical cases and present them to people who push back hard.
• You are fluent with data. You can build the model that shows the business consequence of a talent decision yourself, without waiting on an analyst.
• You have influenced C-suite level stakeholders directly, with your own analysis.
• Your instinct when a system underperforms is to fix the mechanics and the data, not to add training or communication. If your background is traditional HR process ownership, this is probably not the right seat.

Are you interested in this position?

Apply by clicking on the “Apply Now” Button below!

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