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Job Description
Chainalysis is hiring a Senior Manager, Talent Management & Organizational Development to own the programs, processes, and resources that drive talent quality across the company. You will report to the VP of People. This is a high-impact IC role. Some foundations are already in place. A performance review cycle runs today, and your job is to assess it, sharpen it, and raise the bar on how ratings, calibration, and reviews work in practice. Other programs, to support top talent development do not exist and this role has an opportunity to create lasting programs from scratch. In both cases, you will present recommendations to the People Leadership Team, get alignment on direction, and then execute. A core part of this role is making other people effective. You will create the playbooks, toolkits, and training that HR Business Partners and people managers at every level need to run great talent processes without heavy central support. You build the content. You run delivery. You measure whether it lands. The right person brings strong practices from a consulting background or a large, well-structured organization, but does not try to copy-paste them. Chainalysis is a growth-stage company where priorities shift, ambiguity is normal, and the ability to adapt matters more than a perfect framework. You work iteratively, move fast, and stay grounded in data. In this role, you’ll: Evaluate and improve the existing performance review cycle, including goal setting, mid-year check-ins, annual reviews, ratings, and calibration. Build the supporting materials (manager guides, calibration toolkits, talking points, FAQs) that make the process work at all levels. Partner with People Analytics to track completion rates, rating distributions, and other indicators of process health. Use data to drive cycle-over-cycle improvement. Partner with HRBPs and business leaders to ensure that the organization has a high talent delivery model. Build the succession planning program for critical roles: readiness assessments, development plans, and pipeline visibility for leadership, including designing and running the organization’s talent mapping process, assessment methodology (9-box or equivalent), criteria, and cadence. Create the frameworks that make talent conversations consistent, data-informed, and actionable across business units. Identify frameworks to address retention risks for high-impact contributors and recommend targeted interventions. Work with HRBPs and business leaders to roll out and integrate into ongoing talent conversations. Develop the content library that HRBPs need to operate as strategic talent advisors: playbooks, templates, facilitation guides, and one-pagers. Create enablement resources for people managers at all levels: how to set goals, give feedback, run development conversations, assess talent, and navigate the review cycle. Run train-the-trainer sessions, workshops, and office hours to build capability across HRBPs and managers. Translate