People & Talent Lead

We are hiring a People & Talent Lead to own the employee lifecycle from hiring support onward: onboarding, motivation, retention, growth and performance reviews. This is mainly a people role with some recruiting. It is not an admin or operations role.

We are a fast-growing e-commerce company that builds and runs a portfolio of consumer brands on Amazon and TikTok Shop. Our team works remotely from Pakistan, and we move quickly. What we lack is a person whose whole job is making sure our people start well, stay, grow and get honest feedback on a fixed schedule.

You will report directly to the CEO. Part of your job is holding leadership, the CEO included, to the people commitments we make: reviews done on time, 1:1s held, promises in offer letters kept.

• Run every new hire's first 30 days: accounts and tools ready on day one, a named buddy, a written 30/60/90-day plan agreed with their manager.
• Build and keep current a role-by-role onboarding checklist and starter pack, so no new person depends on someone remembering to explain things.
• Hold a check-in with each new hire at day 7, 30 and 90, and act on what you hear.

• Own the review calendar: quarterly check-ins and a twice-yearly formal review for every employee, with dates published in advance.
• Prepare each review: self-assessment form, manager input, goals from last cycle and the evidence (task output, KPIs, peer feedback).
• Chase every overdue review, including the CEO's, and report completion rates monthly. A review that slips is your problem to escalate, not to absorb.
• Make sure every review ends with written goals, a development action and, where needed, a clear improvement plan with dates.

• Run a short monthly pulse survey and a 1:1 cadence for every team member, and turn the results into a few concrete fixes each quarter.
• Design simple recognition: wins shared weekly, a quarterly award, work anniversaries marked.
• Be the person team members can raise a concern with, and handle it fairly and in confidence.

• Spot flight risk early (missed 1:1s, falling output, pulse scores, pay below market) and bring a plan to the CEO before someone resigns.
• Run stay interviews with key people and exit interviews with everyone who leaves; report the real reasons people go.
• Keep salary bands and benchmark data current for Pakistan, and flag where we are under market.

• Build a written career path for each core role: what the next level looks like and what it takes to get there.
• Run a learning budget and a training calendar (tools, AI skills, Amazon and e-commerce skills, management skills for new leads).
• Coach new managers on 1:1s, feedback and running a review.

• Write job descriptions and screening questions with hiring managers.
• Work with our recruiting partner to shortlist candidates, run first-round screens and coordinate interviews.
• Prepare offer letters and make sure every accepted offer leads to a planned first day.

• Keep the employee handbook, policies (leave, holidays, working hours, remote work) and employee records accurate and in one place.
• Run offboarding cleanly: access removed, handover written, final pay correct.

• Day 30: a 1:1 with every employee; a written people-health report covering who is at risk of leaving, who is ready to grow and where onboarding broke. Employee records and policies gathered in one place.
• Day 60: onboarding checklist live and used for every new hire. Review calendar for the next 12 months published. Monthly pulse survey running.
• Day 90: first quarterly check-in completed for 100% of employees, with written goals. Career paths drafted for the core roles. A retention plan for the top flight risks agreed with the CEO.

• Reviews completed on time (all employees, all managers including the CEO): 100% each cycle
• New hires with a written 30/60/90 plan and day 7, 30 and 90 check-ins: 100%
• New hires still with us at 90 days: 90% or more
• Voluntary regretted attrition (good people who chose to leave): falling quarter on quarter
• Monthly pulse survey response rate: 80% or more
• Employees with a written development goal: 100%

You will send the CEO a one-page people report every month with these numbers, what changed and what you need from leadership.

• 4+ years in HR, people operations or talent development, with at least 2 years owning onboarding and performance reviews end to end (not supporting someone who did).
• A track record of running a review cycle to 100% completion. You can tell us the completion rate before and after you took it over.
• The confidence to chase senior leaders, including the founder, on deadlines they own, politely and without letting it go.
• Experience supporting a remote Pakistani team that works for an American company: US time zone overlap, written async communication, and bridging the working-culture gap between the two.
• Strong written English: clear policies, clear feedback, clear reports.
• Comfort with tools: Google Workspace, a task tool such as ClickUp or Asana, and an HRIS or a well-run spreadsheet. You use AI tools in your daily work.

• A degree in HR, organizational psychology or business from LUMS, IBA, CBM or a similar leading institution (preferred).
• Experience in e-commerce, Amazon agencies or a fast-growing startup of 20 to 100 people.
• Experience building career ladders or a compensation band from scratch.
• Working knowledge of Pakistani labour law and employment practice.

This role is not for you if you want a full-time recruiting, payroll or admin job, or if you prefer to wait for managers to ask for help rather than hold them to a schedule.

Remote, full-time, Pakistan only. PKR 150,000 to 220,000 a month.

To apply, send your CV and a short note answering one question: tell us about a review cycle you ran, what the completion rate was before you took it over and what it was after. Shortlisted candidates complete a short written and video assessment before interviews.