Senior Manager, Talent Management & Organizational Development

Chainalysis•New York City, NY

About The Position

Chainalysis is hiring a Senior Manager, Talent Management & Organizational Development to own the programs, processes, and resources that drive talent quality across the company. This is a high-impact individual contributor role reporting to the VP of People. The role involves evaluating and improving existing performance review cycles, creating new talent development programs from scratch, and building enablement resources for HR Business Partners and people managers. The ideal candidate will bring strong practices from consulting or a large organization, adapting them to Chainalysis's growth-stage environment where agility, data-driven decision-making, and adaptability are key. A core part of this role is making other people effective by creating playbooks, toolkits, and training. The company emphasizes the use of AI as a new way of working to enhance speed and capability, expecting employees to be active participants in its adoption and application.

Requirements

5-8 years in talent management and organizational development with meaningful time spent building or redesigning talent programs (not only administering existing ones).
Critical thinking: ability to review, assess, and define based on first principles.
Curiosity-led and self-directed, anticipating the organization’s needs.
Comfortable with ambiguity and able to structure vague problems, propose paths forward, and ship useful solutions iteratively.
Ability to adapt to shifting priorities without losing momentum.
Focus on enablement and adoption, with a track record in adult learning and programs that flex to the audience.
Metrics orientation: comfortable with people analytics, dashboards, and making a case with data.
Clear, direct communication skills, capable of presenting to leadership, facilitating sessions, and writing toolkits.
Workday fluency: experience working in Workday for talent and performance processes.
AI fluency is tied directly to performance measurement and company success.

Nice To Haves

Background in human capital management consulting (EY, Deloitte, or comparable) and/or OD design at talent-dense organizations that have scaled.
Experience at a technology company during a period of rapid growth or organizational change.
Coaching certification, OD certification, or advanced degree in I/O Psychology, Organizational Development, or a related field.
Familiarity with succession planning, including talent assessment, career pathing frameworks, and competency models (e.g. 9-box).
Track record of using AI-enabled authoring tools in enablement and curriculum development.

Responsibilities

Evaluate and improve the existing performance review cycle, including goal setting, mid-year check-ins, annual reviews, ratings, and calibration.
Build supporting materials (manager guides, calibration toolkits, talking points, FAQs) to ensure the performance process works at all levels.
Partner with People Analytics to track completion rates, rating distributions, and other indicators of process health, using data for cycle-over-cycle improvement.
Partner with HRBPs and business leaders to ensure a high talent delivery model.
Build the succession planning program for critical roles, including readiness assessments, development plans, and pipeline visibility for leadership.
Design and run the organization’s talent mapping process, assessment methodology (9-box or equivalent), criteria, and cadence.
Create frameworks for consistent, data-informed, and actionable talent conversations across business units.
Identify frameworks to address retention risks for high-impact contributors and recommend targeted interventions.
Develop a content library for HRBPs, including playbooks, templates, facilitation guides, and one-pagers, to enable them as strategic talent advisors.
Create enablement resources for people managers on goal setting, feedback, development conversations, talent assessment, and navigating the review cycle.
Run train-the-trainer sessions, workshops, and office hours to build capability across HRBPs and managers.
Translate talent strategy into practical tools for independent use.
Pick up L&D programming related to talent and performance outcomes, including leadership development, manager effectiveness, and high-potential acceleration.
Identify capability gaps through performance data, engagement results, and business priorities, recommending targeted interventions.
Partner with external vendors and internal subject matter experts to curate or build development content.
Advise on team effectiveness, organizational design, and change management as the company scales.
Apply an OD lens to talent programs to reinforce the company culture and operating model.
Present data, options, and recommendations to the People Leadership Team for key decisions on talent philosophy, program design, and process changes.
Facilitate discussions to achieve aligned decisions and own execution.
Keep the People Leadership Team informed on program outcomes, risks, and effectiveness.
Actively participate in the adoption and application of AI as a new way of working.