General Manager - Talent Management

Role Purpose

The GM / Director – Enterprise Performance & Talent Management will act as the operating and design partner to the VP leading Swiggy’s enterprise Performance and Talent Management charter.

The role will translate “Sports Team with Heart” into a simpler, always-on system that improves performance clarity, talent differentiation, succession, leadership movement and timely action on underperformance.

The core mandate is to build and institutionalise Swiggy’s enterprise PMTM architecture and operating engine—strengthening performance, talent density, succession, leadership acceleration and underperformance management through data, technology and AI.

Key Accountabilities

1. Transform Performance Management

• Redesign the annual and mid-year performance model into a low-bureaucracy, year-round performance rhythm.
• Retain a high-performance bar while enabling clear and meaningful differentiation.
• Create simple role scorecards, regular check-ins and concise performance evidence.
• Separate ongoing performance conversations from the annual reward-decision window.
• Establish practical standards for strong performance, exceptional impact and sustained underperformance.
• Improve performance clarity and reduce year-end surprises.

2. Lead Enterprise Talent and Succession Processes

• Own the architecture and end-to-end execution of AVP+ talent reviews, critical-role succession, talent risk, internal movement and Founders Club.
• Prepare high-quality talent-review inputs, decision packs, scenarios and recommendations for the VP and senior leadership forums.
• Translate every talent review into clear actions: accelerate, move, build, secure, redeploy or transition.
• Track action closure and proactively surface slippages, talent risks and successor gaps.
• Strengthen the connection between talent reviews, differentiated deployment and enterprise impact.

3. Build the PMTM Operating Engine

• Create an integrated operating model across HRBPs, Rewards, L&D, DEI, People Analytics, HR Technology and Employee Relations.
• Own the PMTM roadmap, governance, policy integration, process calendar and programme discipline.
• Define decision rights, standards, milestones, ownership and escalation mechanisms.
• Ensure consistent enterprise standards while allowing for relevant business context.
• Build and develop a capable team that can independently run the charter day to day.
• Institutionalise disciplined execution and closure across all PMTM programmes.

4. Use AI, Data and Technology to Simplify PMTM

• Make AI-enabled simplification a core design principle, with human judgment and managerial accountability remaining non-negotiable.
• Identify and implement practical use cases such as:

• Goal-quality checks
• Evidence consolidation
• Check-in summaries
• Manager nudges
• Talent-review packs
• Performance-pattern analysis
• Succession-risk identification
• Talent-movement insights
• Underperformance signals

• Reduce forms, manual follow-ups and repetitive reporting.
• Improve manager and employee experience through simpler, faster workflows.
• Establish appropriate privacy, fairness, bias and human-in-the-loop controls for AI-enabled workflows.

5. Strengthen Manager Execution and Adoption

• Ensure the PMTM system changes manager behaviour rather than becoming another HR process.
• Partner with L&D to build manager capability in: Goal clarity
• Ongoing feedback
• Performance differentiation
• Talent conversations
• Difficult performance discussions

Run pilots, gather user feedback and iterate before enterprise scale-up.

Measure quality of adoption and decision outcomes, not only process completion.

Build adoption across businesses with different operating models, leadership styles and maturity levels.

6. Provide Decision Support to the VP and Senior Forums

• Enable high-quality executive talent decisions through rigorous preparation, synthesis and follow-through.
• Develop concise, fact-based briefs, scenario options and recommendations for sensitive talent and succession discussions.
• Pre-wire data, process and implementation considerations with HR and business stakeholders.
• Support CEO, CHRO and CXO forums with accurate, confidential and decision-ready information.
• Maintain disciplined follow-through and closure after senior leadership forums.

Role Boundaries

VP – HRBP & Enterprise PMTM Owns

• Enterprise PMTM philosophy and final design choices
• Challenge, final judgment and closure with CXOs on senior talent decisions
• Executive sponsorship and alignment with the CEO and CHRO

GM / Director – Enterprise Performance & Talent Management Owns

• PMTM design, programme leadership and end-to-end execution
• Decision preparation, insight synthesis and recommendations
• Cross-functional integration and technology enablement
• Programme governance, implementation discipline and action closure
• Day-to-day leadership of the PMTM operating engine and team

Expected Outcomes in the First 12 Months

• A future-ready PMTM architecture with clear governance, decision rights and an implementation roadmap.
• Material reduction in appraisal-cycle duration, forms, manual follow-ups and manager/HR effort.
• A year-round performance rhythm with clearer expectations, stronger differentiation and fewer year-end surprises.
• High-quality AVP+ talent reviews with improved succession visibility and disciplined action closure.
• A sharper Founders Club linked to differentiated deployment and enterprise impact.
• AI-enabled workflows that improve speed, insight quality and user experience.
• Earlier resolution of persistent underperformance through stronger manager capability and clearer standards.
• A capable PMTM team operating with increasing independence and consistency.

Candidate Profile

Experience

• 12–17 years of progressive HR experience.
• Meaningful ownership of performance management, talent management, succession, organisation development or enterprise HR transformation.
• Experience designing and implementing enterprise-wide people processes.

Business Grounding

• Strong HRBP or business-facing experience.
• Ability to understand operating complexity, role scale and business context.
• Clear understanding of the difference between visibility, activity and sustained impact.

Design and Execution

• Demonstrated experience redesigning or materially improving enterprise people processes.
• Ability to build the governance, team and operating discipline needed to execute at scale.
• Strong programme-management capability across complex, cross-functional initiatives.

Talent Judgement

• Ability to synthesise performance, potential, behaviour and role-fit evidence.
• Strong judgement in developing clear options and recommendations for senior decision-makers.
• Experience handling sensitive talent, succession and underperformance matters with discretion.

Digital Orientation

• Hands-on understanding of HR technology, analytics and practical AI use cases.
• Ability to translate data and AI capabilities into usable PMTM workflows and manager experiences.
• Understanding of privacy, fairness, bias and human-in-the-loop controls.

Leadership Style

• Low ego and high ownership.
• Calm under pressure and comfortable with ambiguity.
• Highly confidential and trustworthy.
• Collaborative, structured and capable of operating with pace.
• Able to drive daily follow-through without requiring constant direction from the VP.

Critical Capabilities

• Enterprise PMTM architecture
• Performance and talent process design
• Succession and talent-risk management
• Simplification and employee experience
• Enterprise programme leadership
• Executive decision support
• AI and data fluency
• Manager enablement and change adoption
• Cross-functional stakeholder management
• Underperformance management and performance differentiation

Success Measures

Success in this role will be measured through:

• Reduction in appraisal-cycle duration and administrative effort.
• Quality and timeliness of PMTM programme delivery.
• Timely closure of talent-review and succession actions.
• Improved succession visibility for critical roles.
• Fewer year-end performance surprises.
• Faster and more consistent resolution of persistent underperformance.
• Improved movement and retention of identified high-impact talent.
• Adoption, usability and effectiveness of AI-enabled PMTM workflows and insights.
• Increasing independence and effectiveness of the PMTM team.