Director - Global Talent Management

Job description

Job Description
Freshworks is rethinking how we develop, evaluate, and listen to our people — and this role is at the center of that transformation. As Director of Performance Management & Employee Listening, you will lead two of our most strategically important people practices: a comprehensive redesign of how we approach performance management, and a shift to a modern, continuous approach to employee listening.
This is a role for someone who thinks systemically, designs with the business in mind, and cares about execution as much as strategy. Ultimately, you are helping us build something lasting: a sustainable culture of high performance and an employee experience that is genuinely differentiated. You will work as part of a small, senior Workforce Strategy & Org Development team — owning your domain with a high degree of autonomy and leading through influence across a matrixed organization. You will not manage a large team, but you will need to move a lot of work through people who don't report to you.
Based at our San Mateo headquarters, you will work alongside senior leaders and represent the People team in high-visibility conversations at the VP and executive level. We need someone who commands a room, earns trust quickly, and brings both creative thinking and rigorous follow-through to everything they own. Critically, you know that even the best-designed programs fail without deliberate change management — and you build enablement, communication, and adoption into your work from the start.
What You’ll Do
Performance Management Transformation

• Lead a meaningful transformation of how Freshworks approaches performance management — moving from a process-heavy, subjective model to a streamlined, AI-assisted approach that is easier for managers, more consistent in its outputs, and more tightly connected to business outcomes.

• Design and own the end-to-end performance system: the methodology, the tools, the calibration approach, and the employee and manager experience.

• Coordinate across HR, Total Rewards, HR Technology, and business partners to deliver an integrated solution that actually works in practice.

• Build and maintain executive alignment. This work is visible to senior leadership, and you will present, defend, and iterate on it in real time.

• Lead the change management and enablement strategy for the performance transformation — developing communications, training, and leader readiness plans that drive understanding and adoption across the organization.

• Hold the bar on quality and detail at every stage.
Employee Listening

• Own our employee listening strategy and programs, including our continuous listening platform, pulse approach, and how we translate signals into leadership action.

• Drive the shift from periodic survey cycles to an always-on listening culture — designing and executing the change management strategy that moves leaders from passive recipients of survey results to active owners of the employee feedback loop.

• Build leader-facing tools, frameworks, and communications that make listening data accessible and useful, not just reportable.

• Track program health, participation trends, and sentiment over time; surface risks and opportunities and bring forward clear recommendations.

• Stand up and lead a cross-functional employee experience working group — bringing together leaders from People Analytics, Employee Experience, and the HRBP community to build a cohesive, multi-lens view of the state of the employee experience. This group will be responsible for maturing how we aggregate and interpret employee signals, and for delivering a regular, centralized view of organizational health to senior leadership.

• Continuously improve our approach as AI capabilities and listening methodologies evolve
Change Management & Enablement

• Own the change management and enablement strategy across both performance and listening — from how we communicate program shifts to how we build leader capability and drive adoption at scale. The goal is not compliance with new programs; it is durable behavior change that builds a culture of high performance and an employee experience people can feel.

• Apply behavioral science principles to the design of change interventions — using what we know about habit formation, social norms, loss aversion, and motivation to design programs that shift behavior, not just awareness.

• Design and deliver leader enablement programs that translate program changes into concrete behaviors: what leaders need to know, do, and model differently as a result of each transformation.

• Build a communication and engagement framework that keeps employees, managers, and senior leaders informed, aligned, and bought in throughout multi-year transformation cycles.

• Serve as the connective tissue between program design and organizational readiness — ensuring that what we build in the design room actually lands in the field.

• Measure adoption and enablement ef

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