Senior Director, People and Organizational Capability

PURPOSE OF THE POSITION:

Reporting to the Global Chief People Officer, this role, together with the current People & Organizational Capability team is accountable for:

• Developing and implement an integrated strategy for People & Organisation Capability for the organization to deliver on Our Promise.

• Knowledge of the development and evolution of the organization’s culture.

• Driving a robust organizational-wide leadership framework.

• Developing strategy for building capability across the Partnership at all levels.

• Developing WV’s Learning ecosystem strategy focusing on organizational core requirements including compliance training and core competencies.

• Developing clear strategically aligned succession plans with deep and diverse talent to drive career progression of top talent.

• Evolving Performance Management to drive the mind-sets and behavior of the staff as aligned in Our Promise and measuring staff engagement via Our Voice.

?

KEY RESPONSIBILITIES:

Organizational Culture:

• Knowledge of the development and evolution of the organization’s Culture – the series of employee beliefs, attitudes, and modes of behavior that collectively define the company’s character and which determine its ability to achieve optimal operational efficiencies and sustainable growth.

• Drive organizational analysis to review quantitative or conceptual problems and situations, and draw valid conclusions from data presented for the purpose of business needs. This includes the ability to identify significant trends, relationships, and themes relevant to the organization.

• Knowledge of the principles and practices of organizational design and the ability to create, implement, and evaluate organization redesign interventions and efforts.

• The ability to successfully prepare long-range plans for diverse, multi-functional areas, contribute to a partnership-wide, entity, and operational strategies in a measurable and valuable way.

Leadership & Executive Development:

• Review existing global leadership development practices – qualitative assessment, ROI, etc in order to align organizational approaches into a common global framework.

• Gain and maintain WV executive endorsement (conceptual, time, resources – including financial) to the WV way of Leadership Development. This will involve the introduction of targeted new initiatives, aligning current and curtailment of some current activities. Core elements may be defined and delivered globally with regional and local activities aligned to the core framework and strategy. Key focus areas for global delivery are likely to be an orientation to Leadership within World Vision, development for identified Talent and developing good people, and organizational management practice at leadership and key management levels.

• Consult, influence, and deliver innovative solutions where resource restrictions occur across all office types.

• Monitor and report at the Executive level on the progress of implementation and enhancement of WV leadership culture.

• Engage and partner with external organizations in order to collaborate across the industry and share appropriate resources as needed.

Learning & Development (L&D):

• Develop organizational-wide learning strategy to meet organizational objectives.

• Develop a learner-centric approach to the World Visions learning ecosystem.

• Engage appropriately with the organization’s L&D leaders and practitioners.

• Ensure best practices are executed with sound adult learning principles, instructional design, and fit-for-purpose execution using transformative learning methods.

• Lead strategies and initiatives to increase learning and development standards, quality, and impact across the partnership.

• Assist in the building or consolidation of a network and resources for L&D professionals.

• Appropriately engage with external parties in the industry to leverage L&D building opportunities.

• Influence senior leadership’s understanding and commitment to effective and integrated L&D activities.

• Integrate Learning and Development strategies with Performance Management, Talent Management, and Leadership Development.

Global Talent Strategy and Partnership Alignment:

• Develop the philosophy, strategy, and standards for how talent management helps the Partnership respond to talent-related opportunities and demands.

• Establish and promote a global talent management strategy alongside a regular rhythm of intentional talent reviews to be owned and championed by key executives across the Partnership.

• Author and own the long-term Executive talent management strategy.

• Gain commitment to a framework of actions and initiatives which will arise from Talent Management processes, e.g. partnering on development and coaching recommendations, organizational support and review, career transition, etc.

• Ensure that the Talent Management processes include dealing with low performers who have reached or passed potential with a lower aligned to leadership competency profiles.

• Work directly with WV Executive Leadership Team to undertake group-wide Talent Review processes, moving to support as these processes are better embedded.

• Establish a clear set of career paths available within the Partnership and process by which these are tied into results of talent reviews and development conversations.

Succession Planning:

• Instigate best practice and WV-specific requirements in succession planning which encompasses the most critical roles of the organization.

• Integration with Talent Management initiatives.

• Integration with global diversity and inclusion initiatives and targets.

• Integration with top talent for longer-term development planning.

• Implementation will require actual and virtual cross-regional leadership, high-level project management, and consultation with the CPO.

• Forecasting future leadership needs and coordinating that with the global workforce planning team.

Performance Management & Employee Engagement:

• Develop an integrated Performance Management strategy that integrates with organizational strategy, learning and development, talent management, and leadership development.

• Champion Performance Management strategy that drives and encourages the mindsets and behavior of the staff as aligned in Our Promise.

• Build global procedures and rhythm for annual performance and development touchpoints to ensure employees have robust performance goals and outcomes, individual development plans, and career conversations with management.

• Plan and design automation strategy for Performance Management activities and tracking.

• Oversee processes and reporting needs pertaining to the annual staff surveys.

• Engage with Executive Leadership to champion the use of annual staff surveys to drive improvement in leadership effectiveness across the organization.

• Build networks and partnerships both internally and externally to establish performance management practices that are future-focused to address upcoming talent needs.

KNOWLEDGE, SKILLS, AND ABILITIES:

• At least 10 years experience leading heads of Leadership Development, Learning & Development, and Talent Management.

• Experience within the global field with strategies to address the various viewpoints of diversity, equity & inclusion that come amongst differing cultures.

• Extensive experience providing HR capability to senior executives, presidents/CEOs, and boards.

• Track record of designing and successfully implementing leadership development, L&D, talent management, and/or performance management and engagement surveys.

• Strong leadership skills and team management capabilities. Proven people leader, coach, and mentor, coupled with experience in indirect and virtual leadership.

• University degree in HR, Business, or related field. A relevant Masters’s degree would be considered desirable, coupled with extensive senior and executive-level HR management.

• CIPD, HRCI, or SHRM certification or similar.

• English required. Ability to communicate in French and Spanish a plus.

Preferred:

• Proven people leader in indirect and remote working modes.

Work Environment/Travel:

• Willingness to travel up to 30% of the time.

• Ability to work according to local time zones wherever WV functions.