Director, Executive Talent Management Strategy

Description The Opportunity Salesforce is reimagining how performance and talent practices support employees, managers, and the business. This role will shape a clearer, more integrated approach to performance and talent management, improving manager effectiveness, employee experience, decision quality, and business outcomes. The Director, Enterprise Performance & Talent will define the strategy and operating blueprint for key practices including goal alignment, check‑ins, feedback, year‑end review, calibration, promotion inputs, and related talent decisions. This leader will identify the strategic choices that matter, frame trade‑offs, clarify downstream impacts, and translate strategy into practical requirements, road‑maps, and decision materials for implementation partners. What This Role Owns 1. Performance and Talent Strategy Develop the strategy for modernizing performance and talent practices across the employee and manager lifecycle. Define the outcomes, principles, and strategic choices behind the work using data, stakeholder input, and employee and manager pain points. Connect philosophy, process, technology, data, governance, and employee experience into a coherent system with clear decisions and measurable outcomes. 2. AI-Enabled Experience Design Shape how AI and agents improve performance and talent workflows, including coaching, feedback quality, decision support, planning, and workflow simplification. Partner with product, technology, analytics, HR, and business stakeholders to define requirements for AI-enabled employee and manager experiences. Establish responsible design principles for human judgment, fairness, privacy, transparency, auditability, and data use. 3. Matrix Leadership and Decision Readiness Lead through influence across a complex, global stakeholder environment without direct reporting authority. Frame strategic decisions, clarify trade‑offs, and show how choices affect employees, managers, business leaders, operations, systems, and change management. Own the translation of strategy into executable plans, clear decision points, operating milestones, and measurable outcomes across Talent, Product, Technology, Analytics, HR, and business partners. Create executive‑ready materials that make recommendations, risks, dependencies, implementation handoffs, and open decisions clear. 4. Adoption, Measurement, and Continuous Improvement Define the change approach needed for managers and employees to understand and adopt new performance and talent practices. Establish success metrics across adoption, manager effectiveness, feedback quality, decision quality, employee trust, productivity, retention, and talent outcomes. Use data and feedback loops to test assumptions, refine the strategy, and simplify processes so they are easier to use, trust, and connect to business impact. Expected Outcomes Within the first 6 to 12 months, this leader should deliver: An enterprise strategy and concise change narrative for performance and talent practices. An end‑to‑end experience blueprint for goal alignment, check‑ins, feedback, year‑end review, calibration, promotion inputs, and related talent decisions. Requirements and guardrails for AI-enabled performance and talent experiences. A practical roadmap with owners, milestones, risks, dependencies, decisions, and implementation handoffs. Decision‑ready materials for senior leaders and cross‑functional partners. A measurement framework that shows progress against employee, manager, talent, and business outcomes. Qualifications 10+ years of experience in Talent Management, Performance Management, HR strategy, HR technology, organizational effectiveness, people analytics, or a related field. Strong strategy background in performance and talent practices, ideally including check‑ins, feedback, year‑end review, calibration, talent reviews, promotions, skills, or manager effectiveness. Experience shaping enterprise programs or transformation efforts in a large, complex, global organization. Ability to move from ambiguity to clear strategic choices, trade‑offs, requirements, and practical execution plans. Strong belief in the potential for AI and agents to reshape how talent strategy, planning, and execution are delivered. Product and systems mindset, with experience translating strategy into road‑maps, requirements, pilots, operating models, and measurable outcomes. Strong executive communication, facilitation, stakeholder management, data storytelling, and decision‑framing skills. Proven ability to lead through influence, operate with ownership, and build alignment across matrixed teams. Success Profile The strongest candidate combines strategic talent expertise with operator‑level follow‑through. They can move ambiguous work from concept to decision to execution, create alignment across senior stakeholders, and ensure implementation partners have clear requirements, owners, timelines, and success measures. They should be energized by using AI and agents to improve performance and talent experiences while preserving human judgment where it matters most. #J-18808-Ljbffr