Director, Talent Management

About GiveDirectly

What if the most effective way to fight poverty was also the simplest: give people money and trust them to decide what they need?

Since 2011, GiveDirectly has proven that idea at scale. We’ve delivered more than $1B in cash directly to 2+ million people living in poverty and crisis across 15 countries, and rigorous research shows the results: healthier kids, stronger businesses, sturdier homes, and more resilient families and local economies. Cash is now widely recognized as one of the most scalable, cost-effective, and dignified forms of aid.

Our ambition goes beyond our own programs. We want cash to become the benchmark for aid, much as the index fund became the benchmark for investing, so that every aid dollar is held to one question: is this doing more good than giving the money directly to people living in poverty?

We’re growing fast, and this is a rare and important moment to join.

We expect to hit $1B in revenue in 2026 with significant growth forecast for 2027. At the same time we are building a new technology stack and operating model designed for a roughly 10x change in scale, and we are actively pursuing partnerships with major funders to move even more money in bigger ways, to people who need it. We are known for our extensive integration of technology into field processes; our quantitative approach to performance measurement; and our commitment to rigorous, independent, experimental evaluation of our impact, with multiple Randomized Control Trials completed and others in progress.

How we work

Our team spans 20+ countries and 69 languages. Our culture is candid, analytical, and non-hierarchical. We expect high ownership and give people real responsibility early. Our values are central to how we hire, work, and grow, and they are deliberately opinionated:

-
Recipients first. Recipients’ preferences come before those of donors or ourselves.

-
Team next. We optimize for organizational success, not individual success.

-
Be proactively candid. We say what we believe and share information openly.

-
Create positive energy. We aim to be a source of energy for colleagues, not a drain.

-
Think rigorously; act quickly. We reason from first principles, then act rather than debate.

-
Know yourself and grow. We own our imperfections and seek feedback to grow.

-
Accept reality. Propose solutions. We focus on what can change and bring solutions, not just problems.

-
Be productively ambitious. We take risks for step-change impact, not incremental progress.

If they describe how you like to work and they energize you, this could be a great fit.

Want to learn more? Read and listen:

We are one of Time100’s Most Influential Companies of 2026, and our work has been covered by The Economist, NPR, TED, and The Washington Post. We're now preparing to deliver billions of dollars a year to people in extreme poverty, if funding allows. Read our CEO's essay on what that will take.

Reports to: Head of People

Level: Director

Location: Remote, but in a location that allows for at least ~3 hours of daily overlap with East Africa Time, and meaningful overlap with US Eastern hours. At this stage of GiveDirectly’s growth and scale, we’re prioritizing hiring in the countries below, where we can employ you through a GD entity or an established employer of record: Cameroon, Canada, Colombia, DRC, Germany, Ghana, Kenya, Malawi, Mozambique, Netherlands, Nigeria, Poland, Portugal, Rwanda, South Africa, Spain, Turkey, Uganda, United Kingdom, and United States. This list reflects where our employment infrastructure is established today, and may evolve as we grow. If you’re based elsewhere and not open to relocation, we may not be able to consider your application for this role right now, but we’d encourage you to check back. Please note that we are unable to sponsor or take over sponsorship of employment Visas in the U.S. or U.K. at this time.

Travel: Approximately 3-4 trips per year, including at least one to a country of operation and one to a key in-person leadership moment.

About this role

We are currently planning for a significant increase in scale, and we are building the People function that can carry it.

This is our first senior talent management role. Today we have pieces of talent management programs and processes in place, but not yet a function. You will build one: an intentional approach to how we onboard, develop, and retain our people. That covers performance management and its link to pay, manager and leadership development, learning, onboarding, talent planning and succession, employee listening and engagement, and culture and values.

The first year is weighted toward four priorities: joining the redesign of our performance system early, alongside the Head of People, and owning it as it moves into execution, as we move to pay for performance, revamping onboarding ahead of our next wave of hiring, planning our values retreat for senior leaders, and getting a read on employee listening and engagement. As those take shape, the balance shifts toward the longer-term build: the vision and roadmap for the function, a foundational manager program, talent planning and succession, and the team around you.

The reason for this weight: the performance system and onboarding are our most acute gaps today, but they should not be construed as a ceiling of the job. We are hiring a senior talent management leader who can shape the whole function over several years, not the owner of one or two programs. If your instinct on reading this is that the performance redesign is the whole job, this role probably isn’t the right fit, and the reverse is also true: if you want to set strategy but not build the first versions yourself, year one will frustrate you.

What you’ll do

Build the talent management function

• Within your first 90 days, assess what exists today across these areas, recommend the sequencing for the first year, and agree to it with the Head of People.

• Set the vision and multi-year roadmap for talent management across the areas it covers, and sequence the work against the People roadmap.

• Propose the team around it, and decide what we build in-house and what we buy or borrow.

• Connect talent management to workforce planning, compensation, and recruitment, in partnership with the Head of People, Finance, and function leaders.

Own the performance system

• Join the performance system redesign early, alongside the Head of People, and own it as it moves into execution: a system that produces reliable, calibrated outputs to inform merit increases, connected to our new salary bands.

• Make the system worth using, not a check-the-box exercise: one that helps managers hold better performance and development conversations and gives employees clarity on expectations, feedback, and growth.

• Build calibration and the data around it so ratings and merit decisions stay consistent and fair across countries, currencies, and manager quality.

• Set a clear global standard for handling low performance that doesn’t default to a misconduct process, and equip managers to use it.

• Iterate the system through multiple cycles, using calibration, outcome data, and feedback from managers and employees to improve it.

Build how people join, learn, and are led

• Revamp onboarding ahead of our next wave of hiring: own the content and experience for new hires and their managers, working with People Ops on process and systems.

• Build a foundational manager program and the tools behind it: feedback, coaching, difficult conversations, and performance management.

• Extend into leadership development and broader learning as the function matures.

Shape culture and listen to employees

• Plan the values retreat with an external facilitator and our executive sponsor, and own what carries into daily work afterward.

• Get a read on listening and engagement today, covering what we hear, where it goes, and what should change, and use i