Head of Performance

What if you could build the performance system you always wished your company had

Not inherit it.

Not patch an old appraisal form.

Not spend the next twelve months reminding managers to complete ratings.

Actually build it.

We're looking for a senior Performance Management / Organizational Effectiveness leader to take on a build-from-scratch mandate inside a growing, mission-led organization.

The challenge is straightforward to describe, but harder to solve:

How do you take company priorities and turn them into meaningful KPIs

How do you make sure teams aren't working toward conflicting goals

How do you distinguish real performance from activity

How do you help managers have better conversations about performance

And how do you build a system where accountability, development and rewards actually connect

That's the job.

You'll build the operating system behind performance.

You'll work with senior leaders to translate business priorities into functional and individual KPIs.

You'll design how performance cycles work.

You'll establish rating and calibration standards.

You'll build dashboards that show leaders where performance is strong, slipping or at risk.

You'll help managers deal with underperformance properly — and make sure strong performance is recognized appropriately.

You'll also look at the mechanics behind all of it: tools, workflows, automation, governance and adoption.

The underlying JD spans the entire lifecycle — KPI architecture, reviews and calibration, analytics, performance improvement, rewards, manager enablement and system optimization.

We're probably not looking for someone who has only administered performance cycles.

We're more interested in someone who has previously looked at a performance system and said:

This isn't telling us what we actually need to know.

Then changed it.

You may come from Performance Management, Organizational Development, Organizational Effectiveness, People Strategy or HR Transformation.

What matters most is that you've had meaningful ownership of the architecture — KPI design, goal cascading, calibration, governance, analytics and manager adoption.

The role calls for somebody with roughly 8–12+ years of relevant HR experience, strong business judgment and the ability to influence senior leaders constructively.

There's also a reason this work matters.

The organization is growing around a mission to help make homeownership more accessible to Filipinos.

As that business scales, clarity becomes increasingly important.

What matters most

Who owns it

How do we know whether we're succeeding

And what happens when performance is exceptional — or isn't good enough

You'll help build the system that answers those questions.

If the idea of creating the framework rather than inheriting the framework sounds more interesting than another annual appraisal cycle, this may be worth a conversation.