Global Head of People & Organization
hace 5 días
Sant Cugat del Vallès
• Today there is a solid, committed People team, distributed across HQ, EU, LATAM, and the United States, but without a global system that unifies levels, compensation architecture, performance evaluation, onboarding, and management training. The person joining as Global Head of People will be the first person responsible for building that system at a global scale, and will do so at the moment of greatest growth in our history, • They will report directly to the CEO, building the organization's people direction, and will collaborate directly with the rest of the leadership team. They will also be responsible for our current globally-scoped People team, made up of both the Headquarters team and the teams across the different geographies where we operate, • We are not looking for someone who wants to focus on administrative processes, nor someone who prefers to design and delegate. We are looking for someone who knows how to move between strategy and execution: someone who understands the day-to-day of the business in depth and wants to make People a strategic function and key ally to the business, • Our philosophy is clear: we believe in empowering managers as the ultimate owners of their teams' people. We want to find the balance between process and bureaucracy and move at high speed. This person will play a key role in establishing the frameworks and structure needed so that speed doesn't compromise quality, so we continue to care for our talent and culture, and so we maintain our bar of excellence as we grow the team, • At this pivotal moment for Innovamat, we're looking for someone who will take on this challenge as their own and be able to mobilize and make an impact across the entire organization, • People Strategy, Architecture & Organization, • Design the first levels and compensation bands architecture for all 9 countries, • Define which metrics we monitor and with which tools, consistently, • Define the framework for the benefits architecture by country, setting common principles at a global level, with the flexibility needed to adapt to each market, • Redesign the performance evaluation system, with two annual cycles and real calibration across departments and geographies, • Implement an executive people analytics dashboard for the CEO and the Leadership Team with key metrics, • Maintain the balance between organizational growth and as flat a structure as possible, establishing the minimum bureaucracy needed at each stage, • Track spans, layers, and revenue per employee as core metrics, • Identify management needs before they become a problem, • People Business Partnering & Development, • Lead the global team of People BPs (HQ, Spain, Italy, LATAM, US), • Build the management training program, • Implement a systematic, measured onboarding process across all countries, • Define a system to identify top performers and cases of underperformance, • Develop the employer brand and our own talent pipeline at a global level, • Talent Acquisition, • Lead the global Talent team (HQ, Spain, Italy, LATAM, US), • Own the hiring standard, consistently evaluating each candidate’s purpose, learning ability, and reliability, with a unified criteria across countries, • Define and track hiring metrics, • Prioritize closing critical positions in product, artificial intelligence, and the United States market, • People Operations, Processes & Employee Support, • Define the company's people rhythm: what cycles exist, when, and who runs them, at a global level, • Maintain a small number of processes, with a high/flawless execution standard across all geographies, • Ensure consistency and internal communication across our three markets (HQ, Spain, Italy, LATAM, and the United States) with three different languages in use, • Define and roll out the method for communicating complex organizational decisions, • Partnering with the Leadership Team, • This is the most valuable part of the role and the one that takes the longest to develop. It will unfold in the following phases:, • Phase 1: Contribute, together with the CEO, to designing the Leadership Team's performance evaluation framework, as a specific application of the company's general evaluation system, • Phase 2: Develop the Leadership Team's evaluation cycles, in collaboration with the CEO, with increasing autonomy as the cycles mature, • Phase 3: Act as People Business Partner to the Leadership Team, responsible for providing data-driven assessments on the performance and continuity of its members, • Flexible schedules, • Personal and professional development and growth plan, • Young, enthusiastic and dynamic environment, • Innovamat Retreat at least a couple of times a year, • Team building days, • All the coffee, water, milk and tea, separately or mixed, that you can drink Experience in top-tier strategy consulting, followed by an operational stage4+ years of experience leading people or project teams with real business accountability (P&L, budget, or quota). A background in HR is strongly preferred, but not required. • Experience in compensation, leveling, or performance evaluation systems, ideally across several countries, • Prior experience in international organizations or in expanding markets, particularly the United States, • 5 to 10 years of work experience building or leading people systems, teams, or processes from scratch, • Experience operating in multi-country environments, with teams and stakeholders across different geographies and time zones, • Excellent communication skills at all levels of the organization, • An interest in the education sector and genuine motivation and commitment to the project will be positively valued, • Fluency in English and Spanish is required. Catalan is a plus, • Ability to operate under pressure, at a fast pace of growth, and in an environment of ambiguity and quick decision-making, • Analytical rigor and a data-driven approach to decision-making, • Ability to dive into detail, hold a high execution standard, and connect teams to the company’s vision #J-18808-Ljbffr
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