HR Transformation Lead

Start Date: January

Location: Paris, France

Travel: As required

Duration: 12 months

Overview

We are seeking a highly experienced HR leader to support a major international HR transformation programme. The assignment combines the design of future-state Talent processes as part of an anticipated Oracle HCM implementation with the development of a Group-wide talent strategy.

Working closely with senior HR leadership across multiple countries, you will bring deep functional expertise across talent management, performance, compensation and benefits, and learning and development. This is a business-facing role focused on HR strategy, policy development and process design rather than technical configuration.

Responsibilities

Mission 1 – Shape Target Talent Processes (50%)

Participate in target-process design workshops with the programme's consulting partner, covering:

• Goal setting and performance evaluation.
• Learning and development.
• People reviews and talent pools.
• Compensation and benefits.

Key activities include:

• Challenge standard Oracle HCM processes from a business and HR practitioner perspective.
• Assess where deviations from standard processes are justified by business needs, balancing organisational requirements with the benefits of standardisation.
• Provide clear recommendations, rationale and decisions to the consulting partner responsible for documenting the target processes.
• Ensure the proposed processes align with the organisation's wider talent strategy and support a consistent approach across countries and employee populations.

Mission 2 – Define the Group Talent Strategy (50%)

Working closely with Group and country HR leadership and the Centre of Expertise, develop a comprehensive talent strategy informed by industry benchmarks and leading practice.

Goal Setting & Performance Management

• Define the approach to cascading Group objectives, setting goals and conducting annual, mid-year and year-end reviews.
• Establish appropriate performance evaluation approaches for different employee populations, including management, office-based and operational employees.
• Recommend rating scales, calibration processes and performance review frameworks.

Talent Reviews & Succession Planning

• Define the scope, frequency and format of people reviews at Group and country level.
• Establish criteria for assessing potential, performance and talent, including performance-potential matrices and talent pool definitions.
• Define critical positions, succession plans and readiness levels, linking succession planning to talent reviews and regular executive oversight.

Talent Development & Internal Mobility

• Develop approaches to individual development plans, coaching, mentoring and stretch assignments.
• Define opportunities for internal mobility across countries and business entities.
• Establish development programmes for high-potential employees.
• Define principles for salary reviews, salary increases and performance-related compensation.
• Account for country-specific collective bargaining arrangements and salary indexation.
• Establish bonus frameworks covering eligibility, targets, performance criteria and payout rules across employee populations.

Learning & Development

• Define Group-wide learning governance and the annual skills development plan, accounting for country-specific obligations.
• Develop learning pathways by employee population and role, covering onboarding, mandatory training and leadership development.

Skills Framework

• Establish a Group-wide skills framework and define how skills should be assessed and maintained.
• Identify critical skills to support learning, internal mobility and workforce planning.
• Documented Group talent strategy, including recommended next steps such as job evaluation and employee population segmentation.
• Group-wide talent management policy.
• Goal-setting and performance evaluation policy, tailored to different employee populations.
• Learning and development policy.
• Compensation policy covering salary increases and bonuses.
• Recommendations and documented rationale for deviations from standard Oracle HCM Talent processes, provided to the programme's consulting partner.

Requirements

• Former HR Director within an organisation of approximately 500–2,000 employees, or a senior HR leader with extensive hands‑on experience across talent management, performance management, compensation and benefits, and learning.
• Proven experience designing and implementing talent, performance an