Why PayNet / Why Now
- National payments infrastructure with real economic and systemic impact
- Organisation entering a phase of greater scale, scrutiny, and performance expectations
- Leadership demanding clearer differentiation, stronger governance, and better data
- People function expected to shape outcomes, not just run processes
TL;DR
- Own and shape PayNet's performance and rewards agenda, end‑to‑end
- Influence senior leadership decisions on outcomes and reward trade‑offs
- Move the organisation from process compliance to performance differentiation
- High‑visibility role with exposure to Senior Management and Board‑level discussions
Why This Role Matters
- Performance outcomes shape behaviour, accountability, and trust
- Weak differentiation undermines performance culture
- Poor reward clarity creates uncertainty and disengagement
- Leaders need credible, defensible insights to make hard calls
This is a role where judgment matters more than perfect process execution.
This Role Ensures
- Performance outcomes are fair, differentiated, and governance‑sound
- Reward decisions are data‑driven and clearly explained
- Leaders are supported to make confident, accountable decisions
What You Will Actually Do
- Own the full performance management lifecycle (goal‑setting → calibration → payouts)
- Design and evolve performance and rewards frameworks
- Translate performance data into clear leadership insights
- Facilitate calibration and differentiation discussions with senior leaders
- Advise on pay positioning, adjustments, and talent implications
- Prepare materials for PGMC and Board oversight
Examples of This Role in Practice
- Leading a calibration discussion where ratings need to be challenged and reset
- Redesigning reward mechanics to address weak differentiation
- Running scenarios to show leadership the cost and impact of reward options
- Producing insights that test whether outcomes reflect PayNet's priorities
- Unblocking stalled performance decisions with clarity and judgment
What Will Help You Succeed
- Experience owning rewards and performance work end‑to‑end
- Confidence influencing senior stakeholders using data and logic
- Ability to balance fairness, governance, and business realities
- Comfort operating where there is no perfect answer
Helpful (not Mandatory)
- Complex or regulated environments
- Exposure to PGMC / Board‑level materials
- Strong analytical thinking paired with pragmatism
