Unity's approach to performance is built on genuine ownership and accountability, not a traditional annual review cycle — but the system itself isn't the point.
The point is helping people actually grow into what that ownership requires: sharper judgement, stronger client and commercial instincts, real skill in giving and using feedback, and the behaviours that take someone from new joiner to trusted senior contributor.
This role exists to build that growth, not to run the administrative mechanics of reviews and calibration.
It's about coaching Partners and Functional Leaders to develop their people well, giving every new joiner a genuine development runway from day one, and building the.
Classic L&D sits inside this, but the mandate is bigger: making sure people are developing, not just being assessed.
What you'll ownFeedback and check-in skills: build the skills behind how Unity gives and receives feedback — people requesting feedback proactively, managers giving sharp and timely feedback, and check-in conversations that are genuinely structured performance discussions, not informal catch-upsLearning programmes: design and curate the professional and technical skills development that sits underneath the performance model — practical, tied to real work, sourcing external providers where that's the better route and building internal content where it isn'tCalibration and promotion readiness: help Partners and Functional Leaders build strong evidence for promotion and reward decisions — coaching on what good evidence looks like, so panels can make fair, consistent, well-evidenced decisionsProbation and onboarding: own onboarding and the probation experience so new joiners and their sponsors get real substance from day one, with every new hire set up to demonst.