Head of Talent & Performance Management

Division: People & Organization (P&O)

Role Overview

The Talent & Performance Management Lead plays a critical role in shaping how the organisation engages develops and retains talent to deliver on its longterm business strategy. This role is responsible for defining and embedding a coherent forwardlooking talent and performance approach that strengthens leadership pipelines builds future capabilities and promotes a fair inclusive and highperformance culture. The leader will work on building up a team of L&D profiles focusing on embedding learning as a key contributor to performance and talent development. All 3 topics (learning talent & performance) will be key for the success of this role with different focus areas as we progress (and depending on maturity of the topics).

Acting as a strategic partner to senior leaders and HR stakeholders the role connects talent insights with business priorities ensuring people decisions are datadriven equitable and focused on sustainable growth.

Key Responsibilities

1. Talent Strategy & Workforce Capability

• Design and lead an integrated talent strategy aligned with business priorities and future capability needs.
• Identify critical roles emerging skill requirements and talent risks across the organisation.
• Translate strategic workforce insights into clear priorities for investment in talent and leadership development.
• Partner with People & Culture stakeholders to ensure coordinated execution of the talent agenda.

2. Talent Review & Succession Planning

• Lead a consistent enterprisewide talent review and succession planning process.
• Ensure both readynow and future successors are identified and supported through targeted development plans.
• Provide senior leadership with clear insights on leadership pipelines bench strength and succession risks.

3. Performance Management & Culture

• Shape and embed a performance culture built on clarity of expectations continuous feedback accountability and recognition.
• Own the performance management framework tools and operating model driving continuous improvement.
• Ensure performance conversations are meaningful datainformed and developmentfocused across all career stages.

4. Talent Development & Growth Mechanisms

• Oversee learning and development partnerships and infrastructure supporting talent and capability growth.
• Embed modern development approaches including experiential learning and microlearning into individual and organizational development plans.
• Enable internal mobility and career progression pathways in collaboration with People Strategy and HR teams.

5. Strategic Partnership with HR Business Partners

• Equip HR Business Partners with tools insights and frameworks to integrate talent and performance considerations into business planning.
• Ensure talent data and reviews meaningfully inform strategic and operational decisionmaking at enterprise and divisional levels.

6. Inclusion & Fairness in Talent Processes

• Embed diversity equity and inclusion principles across talent identification succession promotion and performance decisions.
• Partner with DE&I stakeholders to enhance transparency consistency and trust in talent processes.

7. Team Leadership

• Lead and develop a multidisciplinary team across talent management learning and related disciplines.
• Design the team structure and capabilities needed to deliver the talent strategy effectively.
• Foster a culture of collaboration innovation and continuous improvement.
• Bring external best practices and market insights into the organisation.

Skills & Capabilities

• Strategic workforce and talent planning
• Talent performance and succession frameworks at enterprise scale
• Strong analytical and insightdriven decisionmaking
• Ability to influence and coach senior leaders
• Inclusive leadership mindset
• Strong stakeholder management and communication skills

Experience & Qualifications

• Significant experience in talent management performance management or people strategy roles.
• Proven experience with designing and implementing enterprisewide talent and performance frameworks.
• Experience working in complex matrixed organizations.
• Background in leadership development organizational development or learning is an advantage.

What Success Looks Like

• Clear futurefocused talent pipelines aligned with business strategy
• A consistent trusted performance management approach across the organisation
• Strong leadership succession and reduced talent risk
• Enhanced employee growth engagement and retention
• Talent decisions that are fair inclusive and datadriven

#LI-LA1