Talent Acquisition Manager

POSITION: Talent Acquisition Manager, UK and USA
REPORTS TO: People and Education Director / Head of USA
BASED AT: FACEGYM London Head Office
SCOPE: Studio and Head Office hiring across the UK and USA, plus recruitment soundboard for franchise partners
Salary: $45,000-$50,000 + bonus

JOIN THE FACEGYM TEAM

We're looking for a passionate, results-driven Talent Acquisition Manager to join our People team and support our continued growth across the UK and USA.

As a FACEGYM Talent Acquisition Manager , you'll play a key role in attracting, engaging and hiring exceptional talent across our studios and supporting with Head Office when needed. You'll build strong talent pipelines, partner closely with hiring managers and deliver an outstanding candidate experience that reflects the FACEGYM brand.

This is not a role that simply processes vacancies. Our studios sit in competitive, supply-constrained talent markets, so you will be expected to build supply where it does not yet exist, sharpen how we select, and make our hiring machine measurably better every quarter.

ABOUT FACEGYM

FACEGYM is the world's first facial fitness studio, combining sculpting massage techniques with high-performance skincare, innovative tools and cutting-edge technology to tone and strengthen the 40+ muscles of the face. With studios across the UK and USA, we're a fast-growing global brand on a mission to redefine facial fitness.

Our teams are the product. Every workout a client experiences is delivered by a trained FACEGYM expert, which makes who we hire, how quickly we train them and how long they stay one of the most important commercial levers in the business.

THE ROLE

As a Talent Acquisition Manager, you'll manage the end-to-end recruitment process across a variety of roles throughout the UK and USA, from sourcing and screening candidates through to interview management and offer stage.

You'll work closely with hiring managers and the wider People team to understand hiring needs, develop effective recruitment approaches and build strong candidate pipelines. You'll use data and market insight to continuously improve our recruitment performance and attract high-calibre talent who align with FACEGYM's values.

Alongside delivering the hiring plan, you will own two protected pieces of work every quarter: one improvement to how we attract, select or retain people, and one improvement to the systems and processes that make hiring efficient across the business. These are deliverables that will be reviewed each quarter.

WHAT YOU'LL DO

HIRING DELIVERY

• Manage the end-to-end recruitment process across UK and USA roles.

• Partner with hiring managers to understand role requirements and agree effective recruitment strategies.

• Source and attract high-quality candidates through job boards, LinkedIn, direct sourcing, referrals and other relevant channels.

• Conduct candidate screening and interviews, assessing skills, experience and alignment with FACEGYM’s values.

• Manage interview processes and provide a high-quality candidate experience from application through to offer.

• Partner with hiring managers to ensure recruitment decisions are timely and effective.

• Confidently influence and challenge hiring managers where appropriate to ensure the best recruitment outcomes.

• Work closely with the People team to ensure a smooth transition from offer to onboarding.

• Own the quarterly hiring plan for each market, and flag early and clearly when a target is at risk and what is needed to recover it.

PIPELINE AND ATTRACTION

• Build relationships with local colleges and other talent networks to attract new talent in our markets (LA, NY & Greater London Area)

• Build a structured feeder programme with esthetician and beauty schools in our key UK and USA markets, including guest sessions, studio visits and graduate intakes.

• Use social channels as a genuine sourcing channel by creating recruitment content that shows the reality of our culture to promote on socials, LinkedIn our Career Page.

SELECTION AND QUALITY OF HIRE

• Own how we assess candidates, including structured interview guides, values-based questions and a practical hands-on assessment appropriate to the role.

• Work with the education team to understand what predicts success in bootcamp and probation, and build those signals into selection.

• Calibrate hiring managers so decisions are consistent between studios and between markets.

• Track quality of hire, not just volume of hire, and be able to explain what is driving it.

RETENTION AND THE FIRST 90 DAYS

• Deliver one measurable retention improvement each quarter, agreed in advance with the People and Education Director.

• Own structured exit interviews across UK and USA studios, and produce a written read each quarter on why people actually leave.

• Partner with the education team and studio leadership on the handover from offer into bootcamp, and on the first 90 days.

• Support the probation review process alongside our People Partners so that decisions are made on time and on evidence.

SYSTEMS AND CONTINUOUS IMPROVEMENT

• Maintain accurate and up-to-date candidate and vacancy information within the ATS. Own the ATS as a product rather than a filing cabinet.

• Ship minimum one process or system improvement every quarter, with a clear understanding of what changed and what it saved in time, cost or quality.

• Stay current on what our recruitment technology can do, including automations, triggers, screening tools, self-scheduling and video screening, and put new capability to work.

• Review the recruitment tech stack annually against alternatives and make recommendations including our ATS, job boards etc.

• Protect dedicated weekly time for improvement work so it is not permanently displaced by live vacancies.

MARKET INTELLIGENCE AND BENCHMARKING

• Benchmark pay, benefits and working patterns by market at least twice a year, and bring evidence-based recommendations to the People and Education Director.

• Maintain a live view of our competitor set in each city, what they pay and why candidates choose them.

• Analyse declined offers and early leavers, and feed the findings back into how we hire and what we offer.

• Support workforce planning against the studio seasonal pipeline.

• Produce a quarterly recruitment report for the leadership team covering performance, cost, market conditions and recommended actions.

EMPLOYER BRAND AND REPUTATION

• Support employer branding and recruitment campaigns to increase awareness of FACEGYM as an employer. Own our employer brand end to end across both markets.

• Own the careers page as a working product rather than a static list of vacancies: how we tell the story of working at FACEGYM, day in the life content from real studio teams, clear information on pay, progression and working patterns, and a simple mobile-first application journey. Measure how the page performs and improve it on a set cadence.

• Define and evidence our employee value proposition. Be clear on what FACEGYM genuinely offers that our competitor set does not, tailored to each market and to each audience, and make sure that promise matches the reality people find when they join.

• Own our presence on employer review platforms including Glassdoor, Indeed, including how we invite honest reviews, how and when we respond, and what our target rating is in each market.

• Work with marketing on employer content across our social channels, using our own teams as the voice rather than corporate messaging.

• Represent FACEGYM at industry, college and school events, and build an alumni network so strong leavers stay warm and returners are welcomed back.

• Build the case for external recognition, such as employer awards and accreditations, where they carry real weight with our candidate audience.

• Ensure job adverts are honest about the role, including the physical demands and working patterns, so we attract fit rather than volume.

EMPLOYER METRICS AND MARKET PARTNERSHIP

• Scope what best in class looks like for FACEGYM as an employer. Agree a clear set of employer metrics, establish our current baseline for each, and set targets benchmarked externally against comparable brands rather than only against our own history.

• Agree those metrics and their definitions jointly with the People Partners in the UK and the USA, so both markets measure the same things in the same way and the numbers can be compared.

• Work with each People Partner to identify which levers actually move each metric in their market, whether that is pay, progression, scheduling, management quality, onboarding or recognition, and agree who owns each lever.

• Run a quarterly employer metrics review with the People Partners covering what moved, what did not, what each market can learn from the other, and what we will change next quarter.

• Turn each review into action rather than reporting. Every review should produce a short list of specific changes with named owners and dates.

• Where a metric is held back by something outside recruitment, escalate it with a recommendation rather than simply flagging it.

FRANCHISE AND NEW STUDIO OPENINGS

• Build a repeatable new-opening hiring playbook that franchise partners and internal teams can run to a consistent standard and timeline.

PROCESS, COMPLIANCE AND CANDIDATE DATA

• Ensure hiring is compliant in both markets, including right to work and eligibility checks, relevant licensing requirements for studio roles by state, pay transparency obligations in job adverts where they apply, and candidate data protection.

• Keep hiring fair and inclusive by design, including how adverts are written, where we source and how we assess.

• Manage agency and job board spend against budget, and reduce reliance on agencies over time.