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 imp