Director, Talent Management
About Payoneer
Founded in 2005, Payoneer is the global financial platform that removes friction from doing business across borders, with a mission to connect the world’s underserved businesses to a rising global economy. We’re a community with over 2,500 colleagues all over the world, working to serve customers, and partners in over 190 countries and territories.
By taking the complexity out of the financial workflows–including everything from global payments and compliance to multi-currency and workforce management, to providing working capital and business intelligence–we give businesses the tools they need to work efficiently worldwide and grow with confidence.
Director, Talent Management
This role leads the design and stewardship of Payoneer’s performance‑management operating system — the full framework for how we set goals, assess performance, develop talent, and make data‑informed people decisions that drive Payoneer’s business forward. It is one of the most strategically leveraged and cross‑functional positions within the People organization.
Rather than maintaining existing processes, this role is responsible for
evaluating, reimagining, and elevating
how performance and talent management operate across a global, remote workforce spanning 100+ countries. The first year will require strong execution, but long‑term success depends on a systems thinker with a designer’s mindset — someone who can build for today while architecting what comes next.
This position reports directly to the VP of Talent Development and is part of the People Leadership Team. It carries significant visibility with the CPO, CEO, and leaders across the organization.
What you’ll do
Designing and operating
a full performance management system, including goal setting, continuous feedback, anytime feedback, 360 reviews, quarterly check‑ins, formal 1:1 frameworks, talent reviews, AI coaching, performance ratings, and year‑end cycles
Leading and facilitating
talent reviews and succession planning processes
Driving and standardizing
promotion processes while
strengthening
culture‑building initiatives
Developing and maintaining
leveling guidance and job architecture frameworks
Delivering and scaling
company‑wide and manager training and enablement programs
Facilitating
live workshops, manager forums, focus groups, and calibration sessions
Partnering and co‑designing
solutions with HRBPs, functional leaders, and business teams
Creating and executing
communication campaigns that drive employee understanding, buy‑in, and action
Building and interpreting
reporting and analytics tied to business outcomes
Collaborating cross‑functionally
with Talent Development, Leadership Development, Onboarding, and Career Pathing teams
Candidate Profile
We are looking for someone who has
personally owned performance management end to end
for a meaningful period of time—at least
2–3 years
. This is not a profile that has merely observed or supported the work; this individual has been
directly accountable
for designing, building, and running it.
The candidate for this role will have
built or rebuilt talent and performance management systems at company-wide scale
, navigated
global and cross-cultural rollouts
, and led
live programs that resonate and endure
. They’ll know how to translate complex frameworks into experiences that feel
clear, relevant, and impactful
across diverse regions and cultural contexts.
Creativity and innovation are part of how this person operates, not how they describe themselves. They are
AI-forward
—both in how they work day to day and in how they think about the future of performance and talent in an AI-enabled world. Above all, they elevate those around them: a true
multiplier
who raises the bar for teams and organizations.
Who you are
8–10 years of progressively responsible experience
in Talent Management, HR, Learning & Development, Organizational Development, or related People functions
Senior-level ownership of company-wide talent management processes
, with a track record of building and evolving programs from the ground up (not simply inheriting and maintaining them)
- Proven ability to
partner closely with executive leadership
and influence at the senior level
- Demonstrated experience designing and delivering programs across multiple geographies, cultures, and employee populations
