People Partner

Job highlights

• Define what good management looks like at this company: expectations,cadences,and non-negotiables,and make them explicit,not assumed.
• Help leadership identify where the organisation needs more structure,where it needs less,and what should change as we scale

The People Partner at SwiftSku is the whole function in one person - running the systems that keep the company compliant and organised, while also being the adviser managers turn to when they have a performance conversation to navigate or a team structure that isn t working. You will be in the HRMS at 1pm and in a sensitive ER conversation at 8pm. That s the role.

The role sits at the intersection of people, process, and systems - and is critical to delivering a reliable employee experience at scale.

We need someone who has scaled people functions before, not at a 5,000 person company with 20 HRBPs, but at a company that looked a lot like us - a 50+ headcount and growing steadily: fast, distributed, ambitious. Someone who can set up the infrastructure that lets us hire well, retain the people who drive outcomes, and build managers who don t need hand-holding.

This is a builder role, not a maintainer role. If you need a fully staffed HR team and mature processes to do your best work - this isn t the right fit.

WHO YOU ARE

• You have 8-15 years of HR/People experience, with meaningful experience owning a broad HR function in a growing organisation

• You have built or significantly improved HR infrastructure in a company that was scaling fast, you know what corners to cut and which ones you cant

• You have worked closely with founders and senior leaders and are comfortable being their people adviser, not just an HR service provider

• You to understand the business, team and context before jumping to a solution

• You think in systems, not transactions

• Y

  ou solve the root problem, not the symptom

  You are direct with founders and leaders, you give your view, disagree openly when needed, and commit fully once a decision is made

• You dont need a large HR team to do the work well.

  You can execute alongside the people youre enabling

• You are credible on the technical details, employment law, compensation mechanics, HRMS administration, payroll and compliance, without getting lost in them

• You care about peoples outcomes. You measure yourself by what actually changes, not by programs launched

• You are comfortable operating in ambiguity and building structure where there isnt a perfect playbook

• You can move seamlessly between strategic people decisions and hands-on execution

WHAT WE OFFER

• A seat at the leadership table, not a support function that gets consulted after decisions are made
• Direct ownership of the People function, with the opportunity to shape how it evolves as SwiftSku grows
• The scope to improve and build the people function with leadership that will back the right calls
• Competitive compensation with meaningful equity, we will share the upside with the people who build it
• A company that genuinely cares for its people, the decisions you make will help define the culture for years

ROLE DETAILS

People Infrastructure

The foundation that makes everything else possible

• Own and continuously improve the people operations framework: processes, policies, employment structures and employee lifecycle

• Own Keka as the HR system of record: data integrity, workflows, reporting and adoption

• Maintain and improve documentation standards across the employee lifecycle

• Own payroll operations and ensure payroll inputs, validation and processing are accurate and timely

  Identify gaps in existing people infrastructure and build simple, scalable solutions

• Ensure the company remains compliant as we grow across locations and geographies

HR Business Partnership

Strategic counsel to leadership and founders

• Act as a trusted adviser to founders and the leadership team on people matters
• Partner with leaders on organisational decisions, team health, performance, difficult cases and growth trade-offs
• Make people data useful: surface patterns, flag risks and present options
• Own sensitive Employee Relations matters end-to-end: investigations, documentation and resolution, with consistency and without unnecessary escalation
• Represent the employee perspective in leadership decisions, not as a blocker, but as someone who helps the company make better calls
• Spend time with leaders to understand their teams and help them become better managers
• Build credibility across the organisation so employees and managers see People as a trusted partner

Culture & Engagement

Distributed by structure, connected by intention

• Own the engagement signal: pulse cadence, synthesis and action, not just survey scores, but what changes because of them
• Build and improve the rituals and systems that sustain culture as we grow
• Own recognition and engagement initiatives that are meaningful rather than performative
• Maintain a flight-risk radar and work with leaders on proactive retention before people have already decided to leave
• Be the honest voice in the room about culture drift: call it when you see it, propose solutions and track whether theyre working

Compensation, Payroll & Rewards

• Own payroll operations end-to-end, ensuring inputs are collected, validated and processed accurately and on time
• Build and maintain compensation bands that provide consistency across offers, promotions and raises
• Partner with leadership on compensation decisions and ensure they are grounded in a clear framework
• Build and manage the annual compensation review process
• Review and improve the benefits approach as the organisation scales

Talent & Hiring

• Partner with hiring managers and leadership to define role scopes, success profiles and hiring bars before roles open
• Partner with the TA function to ensure hiring processes are structured, consistent and aligned with organisational needs
• Work with leadership on workforce planning and anticipate future people requirements 2 - 3 quarters ahead rather than reacting to headcount pressure
• Own and continuously improve the new hire experience, from offer acceptance through onboarding and early integration
• Ensure new employees understand how the organisation works, what is expected of them and how they can succeed

Manager Effectiveness

• Define what good management looks like at this company: expectations, cadences, and non-negotiables, and make them explicit, not assumed
• Build the enablement layer: toolkits, templates, and coaching that give managers what they need to run their teams well (1:1s, feedback, performance conversations, hiring decisions)
• Coach managers through feedback, performance conversations, hiring decisions and difficult people situations
• Diagnose manager gaps systematically and drive structured improvement plans with accountability, not just advice
• Build a feedback loop between team health signals and manager behaviour, so problems surface before they become attrition

Performance & Org Design

• Own the performance cadence: lightweight, consistent, and actually run
• Drive goal-setting discipline across the org: every employee knows what they re accountable for and how their work connects to company outcomes
• Support leaders on performance decisions - not by making the call for them, but by ensuring they have the right framework, documentation, and consistency
• Advise leadership on org design: team structure, role clarity, decision rights, and span of control - especially during rapid headcount growth
• Build and maintain clear career paths so employees understand how they can grow within the organisation
• Develop succession planning for critical roles and capabilities as the organisation matures
• Own the improvement and exit framework: structured, documented, and executed fairly across geographies
• Help leadership identify where the organisation needs more structure, where it needs less, and what should change as we scale

People Programs & Compliance

• Own and continuously improve core people policies and processes rather than creating complexity for its own sake
• Identify future People priorities, including L&D, as the organisations needs evolve
• Oversee POSH compliance and the internal committee

Disclaimer: This job posting and Location has been aggregated from external source. Role details, content, and availability are subject to change. Applicants are advised to confirm the latest information directly on the company website before applying.