Head of People

Responsibilities

• Performance management. The mid-year and annual cycles end to end: design, timeline, communication, execution. What the cycle needs to produce and what to cut. A timeline published early enough that managers plan around it. The retro after each one, and the judgment about when a change is warranted and when to leave it…
• Total rewards. Band design and the benchmarking methodology behind it. Benefits renewals and the economics underneath them. The annual comp cycle, with leveling and pay kept connected.
• Compliance. Multi-state registration, I-9, handbook, classification, postings. The current backlog, plus the escalation and coverage protocols that follow it.
• Manager enablement. Preparing managers for real performance conversations, including the one where someone rated themselves higher than their manager did. The calibration process, including where two managers apply the same bar differently. Playbooks and self-service resources so a manager gets an answer without…
• Leverage and tooling. Finding the parts of everything above that shouldn't be done by hand, and fixing them. Building what a manager will actually open rather than what looks good in a demo. Taking time out of the cycle while the conversations get better rather than thinner.
• The team. An HR Business
• Partner and a Total Rewards and People Analytics lead. Both are strong at what they do and both have room to grow. You set their decision rights: where they decide, where they recommend, where it comes to you.
• What Great Looks Like
• In your first year
• The annual cycle ships on your timeline and you own it

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