Senior Director, Talent & Development - Performance and Culture

The Senior Director, Performance and Culture leads a portfolio of enterprise Talent and Development priorities that are critical to delivery of the People and Culture Long Range Plan. In the near term, this includes Performance Management re-design and defining our culture and leadership behaviors. The role leads initiatives like a product owner: convening a diverse project team, designing solutions, guiding implementation of the solution, monitoring success, and then transitioning the solution to a sustainable operating model before redeploying the team to the next enterprise need. Reporting to the Senior Vice President, Talent and Development, this leader directly manages four individual contributors, with indirectly responsibility for project team members across global P&C and other functions required to deliver the outcomes.

Key Responsibilities

LRP Portfolio Strategy and Leadership

• Lead a portfolio of enterprise Talent and Development priorities required to deliver the Long Range Plan, establishing the strategic direction, outcomes, roadmap, governance, and resource model for the work.
• Lead the portfolio through a multi-year lifecycle: design the solution, mobilize it globally, monitor adoption and impact, establish the long-term operating model, and redeploy the team to the next LRP priority.
• Current priorities include deliver our goal to have a high performance culture by strengthening performance accountability in performance enablement and differentiation, and translating the Company strategy into a clear culture narrative and leadership behaviors; the portfolio will evolve as LRP needs change.
• Enterprise Product Ownership
• Operate as the senior product owner for the portfolio, maintaining accountability for the business problem, intended users, enterprise value, solution coherence, and results rather than for completion of isolated HR activities.
• Make portfolio-level choices about scope, priorities, minimum viable solutions, investment, technology, vendors, and tradeoffs across initiatives.
• Ensure that enabling tools, processes, data, governance, and experiences are designed and delivered, partnering with People Services or other experts as required.
• Define measures of adoption, behavior change, user experience, and business impact; use evidence to refine solutions and determine when they are ready to transition into sustainable ownership.
• Own the success of the solution, not just the design, evaluating effectiveness in improved performance accountability and decision speed, and removing barriers to adoption.

Global Stakeholder Alignment and Mobilization

• Establish and lead cross-functional enterprise teams that draw on T&D resources, HR Business Partners, People Services, business leaders, and other functions needed to solve each priority.
• Build alignment with global P&C leadership, Total Rewards, T&D leaders, senior business sponsors, and enterprise governance forums on the problem to solve, design choices, decision rights, and expected outcomes.
• Navigate competing enterprise, business, geographic, and user needs; surface tradeoffs and secure timely decisions without diluting the strategic intent of the solution.
• Clearly indicate where global consistency is required in product deployment vs. where local flexibility can exist

Team and Delivery Leadership

• Lead and develop a team of two Senior Director I and two Director roles, setting clear accountabilities while deploying talent flexibly across the portfolio.
• Act as a player-coach by personally co-leading a critical enterprise initiative, initially the performance enablement redesign, while maintaining oversight of the broader portfolio.
• Build strong product ownership, strategic problem solving, T&D, stakeholder management, and mobilization capability across the team.
• Manage wider-impact programs, external partners, budgets, and resources that span functions and Operating Units.

Candidate Profile

• Enterprise-minded and commercially grounded, with the ability to connect people solutions to business strategy and measurable outcomes.
• Comfortable operating in ambiguity, framing complex problems, making choices, and adapting as evidence and business needs evolve.
• Collaborative and influential across functions, geographies, and levels, including with senior business and HR stakeholders.
• Strong executive communication, facilitation, decision support, vendor management, and change mobilization capability.
• Combines Talent and Development expertise with a product mindset focused on user needs, value, adoption, and continuous improvement.
• Demonstrates inclusive leadership, sound judgment, learning agility, and a bias for practical action.

Experience and Background

• Bachelor's degree in Human Resources, Business, Organizational Psychology, Organizational Development, or a related field, or equivalent relevant experience; advanced degree preferred.
• Typically 8 or more years of progressively responsible experience in Talent and Development, talent management, organization transformation, performance management, culture, product management, or a related field.
• Demonstrated experience setting strategy and leading complex, multi-year enterprise initiatives across functions, geographies, and stakeholder groups.