Talent Programs Lead

Most companies can't tell you why one person is a Senior and another isn't, or what either one should be paid. We're hiring the person who makes Grove able to answer that — and then builds the programs that make the answer real.

• Grove is rebuilding its leveling guidelines from the ground up. Not adjusting bands — defining what a level actually means, across every function, in a company that looks nothing like it did two years ago. You'll help shape that framework alongside the Director of PX and People Ops leadership, and you'll own getting it out into the company and making it stick.
• We want comp analysis that arrives with the data already attached. Benchmark the role, build the band, model the offer, show your work. Leaders should be able to act on your recommendation without relitigating it.
• We want onboarding and talent management that actually connect. A new hire should know what their level means in week one, and their manager should know what growth into the next one looks like.
• On recruiting: talent acquisition is a small part of this role. You'll run a search when a req opens, and your hiring judgment matters — but reqs are episodic here, and the programs are the job. If you're looking for a full-cycle recruiting seat, this isn't it.
• The honest version: this is a lot of program surface area for one person, held together by judgment and leverage rather than headcount. That's the trade. You get unusual scope, unusual autonomy, and a direct line to decisions that normally sit two levels up. You don't get a team to hand it to.
• If you need the process to already exist before you can work, this will be miserable. If you've spent your career being the person who builds the thing that was missing, this is the seat.

• →Run Grove's compensation analysis (in partnership with Director of People Experience) — benchmark roles against market survey data, build and maintain bands, model offers and internal equity, and bring leaders a recommendation they can act on.
• →Help build Grove's leveling framework and own the rollout: train managers, calibrate real roles against it, answer the hard edge cases, and maintain it as the company changes.
• →Own onboarding end to end, so a new hire's first ninety days are structured, useful, and consistent no matter which team they land on.
• →Administer talent management programs — performance cycles, calibration, career pathing, and development planning — so growth conversations are grounded in the leveling framework instead of vibes. 
• →Pick up recruiting when reqs arise — partner with the hiring manager on what the role actually needs, run the search, and hold the bar. A small share of your time, but one where quality is non-negotiable.
• →Use AI as a working instrument, not a novelty — comp benchmarking analysis, JD drafting, onboarding content, program reporting, campaign tracking. A one-person program function only works at this scope if you build it that way.