Director Rewards, Performance & Organization Design

The Director - Rewards, Performance & Organization Design is responsible for owning total rewards, performance management and organisation design strategy across Taylor's Education Group's (TEG) multi-market, multi-entity footprint, spanning K–12, higher education and continuing education.

The role provides leadership over the design, implementation and governance of compensation, benefits, performance and organisation design frameworks to ensure they remain competitive, equitable, sustainable and aligned with Group priorities, while translating reward design into language, tools and moments that build employee trust.

In addition, the role operates credibly at Board and Nomination & Remuneration Committee (NRC) level on executive compensation and pay governance, and leads total rewards input into the Group's mergers, acquisitions and integration activity, from due diligence through harmonisation.

Through strong technical rewards depth, governance credibility and communication craft, the role leads a specialist team covering total rewards, performance systems and organisation design, and contributes to a Group that believes strongly in fair, transparent pay practices.

KEY ACCOUNTABILITIES

Total Rewards Architecture & Governance

Accountable for developing and governing TEG's total rewards architecture, ensuring consistency, competitiveness and equity across all Group entities and markets.

• Design and maintain job architecture, grading and levelling frameworks that work consistently across all Group entities.
• Lead the annual pay review, bonus and market benchmarking cycles, owning market positioning by entity, market and job family.
• Design benefits, allowances and recognition programmes that reflect local market realities without fragmenting the Group's total rewards identity.
• Oversee job evaluation and grading practices to maintain consistency and appropriate differentiation across roles and entities.
• Manage the Group rewards budget and represent rewards cost and return on investment to Group Finance and the Senior Leadership Team (SLT).
• Partner with Finance and relevant stakeholders on remuneration costing, scenario modelling and the financial implications of reward programmes.
• Ensure appropriate governance, controls and compliance across compensation and benefits practices Group-wide.
• Monitor the effectiveness and sustainability of existing rewards programmes and recommend enhancements where appropriate.

Performance Management

Accountable for owning the Group's performance philosophy and system, ensuring performance and reward reinforce desired behaviours and the execution of strategy.

• Own the Group performance management philosophy and system, including calibration, differentiation and the link between performance and reward.
• Build manager and employee capability in setting, discussing and rewarding performance, consistent with the Group's culture design principles.
• Use performance and engagement data together to ensure reward reinforces desired behaviours and the execution of strategy.
• Monitor the effectiveness of performance management practices and recommend enhancements where appropriate.

Organisation Design

Accountable for partnering with Group and entity leadership on organisation structure and design as TEG scales across markets and business lines.

• Partner with Group and entity leadership on organisation structure, spans and layers, and role clarity.
• Ensure job architecture and organisation design decisions are made together with reward design, so that structure and reward reinforce each other.
• Support workforce planning and restructuring initiatives with rigorous, defensible organisation design input.
• Review organisation design outcomes on an ongoing basis to ensure continued fit with the Group's operating model.

Rewards Transparency & Communication

Accountable for designing and owning how TEG communicates pay, benefits and performance-linked reward to employees across the Group.

• Design and own the Group's total rewards communication strategy, replacing opaque, HR-only pay language with content employees read and trust.
• Build tools such as personalised reward statements, dashboards and manager scripts that give employees clear visibility of their total reward — fixed, variable and benefits.
• Equip line managers across entities to have confident, consistent conversations about pay.
• Partner with the Culture team and business leaders to pair structural pay equity work with communication that makes it credible.

Executive Compensation & Governance

Accountable for designing executive compensation and acting as the technical lead to the Group's governance bodies on rewards matters.

• Design and evolve executive and senior leadership compensation — fixed, short- and long-term incentives — for the Group Executive Committee, function heads and entity heads, benchmarked against relevant regional and global peers.
• Act as the technical lead to the Nomination & Remuneration Committee (NRC); prepare remuneration committee papers, market data and scenario models, and represent rewards directly in NRC and Board sessions.
• Lead the design and rollout of the Senior Leaders Long-Term Incentive Plan (LTIP), including performance conditions, vesting and governance.
• Own the Group remuneration policy and ensure governance practice keeps pace with the regulatory and disclosure expectations of a multi-entity, multi-market group.

Mergers, Acquisitions & Integration

Accountable for leading total rewards input across the Group's mergers, acquisitions and integration activities.

• Lead total rewards, benefits and pay-liability due diligence on acquisitions, partnerships and new-market entries, sizing cost, risk and cultural fit ahead of deal completion.
• Design pay, grading and benefits harmonisation plans that bring newly acquired or partnered entities into the Group's job architecture without destabilising the workforce.
• Design retention, transition and stay packages for critical talent through acquisitions, carve-outs and post-deal integration.
• Advise the NRC and Board on the compensation implications of transactions, including change-of-control provisions in executive contracts and the treatment of LTIP awards on deal events.

PERFORMANCE MEASURES

• Measurable improvement in the employee engagement survey (EES) fairness dimension relating to employees understanding of how pay is determined.
• A total rewards communication suite live across all entities, with employee-reported understanding of their own pay increasing.
• Executive compensation and the Senior Leaders LTIP designed, NRC-endorsed and Board-approved.
• A fit-for-purpose, coherent job architecture operating consistently across all Group entities and markets.
• NRC and Board treat this role as their trusted technical voice on rewards.
• Successful and timely delivery of the annual pay review, bonus and benchmarking cycles.
• Quality, accuracy and governance of remuneration-related decisions, papers and disclosures.
• Effectiveness of performance management calibration and its linkage to reward outcomes.
• Robustness of organisation design input to workforce planning and restructuring initiatives.
• Quality and completeness of rewards due diligence and harmonisation outcomes on mergers and acquisitions.
• Financial sustainability and governance of rewards programmes and strategic initiatives.
• Identification and implementation of opportunities for continuous improvement

MINIMUM ACADEMIC/PROFESSIONAL QUALIFICATION

• Bachelor's degree in Human Resources, Business, Finance, Economics or a related field; a Master's degree or MBA would be an advantage.
• 8–10 years of progressively senior total rewards leadership experience, including at least 5 years operating at a regional or group level.
• Proven experience designing executive compensation and presenting directly to a Remuneration Committee or Board.
• Exposure to rewards in the context of mergers, acquisitions, integration or other corporate transactions, from due diligence through harmonisation.
• Multi-country, multi-entity experience, ideally across Southeast Asia or comparably complex, matrixed organisations.

RELATED EXPERIENCE

• Experience in education, or another complex, people-intensive sector, is an advantage though not essential.
• Strong track record designing and implementing organisation-wide total rewards programmes and frameworks.
• Demonstrated experience partnering with senior leadership on organisation design, workforce planning and restructuring.
• Experience building total rewards communication strategies, tools or manager enablement programmes.
• Experience supporting Board or Remuneration Committee governance processes, including papers, market data and scenario modelling.

COMPETENCIES (KNOWLEDGE, SKILLS & ABILITIES)

• Strong executive-level stakeholder management, with the credibility to operate at Board and Remuneration Committee level.
• Strong analytical fluency, with the ability to build benchmarking, scenario and cost models, including deal and integration scenarios.
• Communication and storytelling craft, with the ability to translate technical reward design into content employees trust.
• Strong negotiation and influencing skills, particularly with senior leaders.
• Systems fluency across HRIS, job architecture/grading tools and compensation modelling platforms.
• Strong understanding of compensation, benefits, performance management, job evaluation and organisation design principles.
• Strategic and structured problem-solving capability, with the ability to assess issues from both organisational and commercial perspectives.
• Strong project and programme leadership capability across multiple complex, concurrent initiatives.
• Strong attention to detail and commitment to sound governance, consistency and accuracy.
• Ability to operate effectively in ambiguous, fast-scaling and multi-entity environments.