Head, People & Organizational Development

KEY RESPONSIBILITIES
Strategy & Governance
Define the OD strategy that connects business priorities to operating model
capability and culture outcomes; establish governance policies and success
measures.
Partner with Executive and Business Heads to sequence change portfolios
(structure skills systems culture) using evidence-based OD methods and
change management principles.
Own OD/L&D/performance budgets and vendor governance; ensure
compliance with Group standards.
Organization Design
Lead enterprise and business-unit design reviews (spans & layers roles capacity) to improve speed accountability and cost-to-serve; guide transitions and
stabilization.
Maintain Group organization design principles job architecture and
decision-rights frameworks; run periodic health checks using structural metrics
and engagement data.
Performance Management
Own the Group performance philosophy frameworks cycles and calibration
mechanisms; drive fair consistent goal-setting reviews and consequence
management.
Embed continuous performance practices (quality conversations feedback
coaching) and analytics to improve impact not just process adherence.
Lead annual talent and succession reviews (9-box risk/ready-now assessment)
tied to development and mobility actions.
Learning & Leadership Development
Set the enterprise learning strategy capability framework and curricula; prioritize critical skills for today and the future leveraging a skills taxonomy for consistent
decisions across HR.
Oversee leadership development architecture (emerging leaders to senior
leaders) including assessment programs and coaching; track ROI and behavior
change.
Own the learning technology ecosystem (LMS/LXP) and ensure quality standards for content delivery and measurement
Career Management & Mobility
Design career pathways job families and capability levels; provide tools (career
maps role profiles) and enable managers/employees to navigate growth
opportunities.
Build internal mobility programs job rotations and short-term assignments; codify best practices and guardrails for rotations.
Graduate & Early-Career Programs
Own the Groups graduate strategy: workforce demand planning university
partnerships selection onboarding structured rotations mentoring and
certification.
Define program success metrics (conversion performance retention
time-to-productive) and drive continuous improvement.
Culture Inclusion & Change Enablement
Partner with Communications and HRBPs to reinforce desired culture and
inclusion behaviors through leadership role-modeling rituals and recognition.
Equip leaders and change agents with practical toolkits (stakeholder mapping
impact assessment adoption metrics) for smoother transformations.
Data Insights & Reporting
Define and track OD/L&D KPIs (participation capability uplift skills coverage
internal fill bench strength performance distribution program ROI)
Use people analytics to identify structural and skills bottlenecks; run experiments and A/B tests to improve adoption and outcomes.

COMPETENCIES SKILLS & ABILITIES
Enterprise mindset with strong consulting toolkit; adept at diagnosing
organizational issues and designing pragmatic staged solutions.
Expertise in organization design performance management learning strategy
leadership development and career frameworks.
Advanced stakeholder management and facilitation; able to influence senior
leaders and coach managers.
Strong analytical orientation; comfortable with metrics experimentation and
platforms (LMS/LXP performance systems survey/analytics tools).
Program management excellence; vendor selection and governance
experience.
Inclusive leadership with a track record of building high-performing teams.
PERFORMANCE EXPECTATIONS
Operating Model Impact: Measurable improvements in spans/layers simplicity
decision speed and role clarity post-design. (Spans/layers improvements reduce
layers.
Performance Enablement: Improved quality of goals/feedback calibration
integrity and differentiation; uplift in enterprise performance metrics.
Capability Uplift: Defined critical skills increased skills coverage and higher
internal fill rates for key roles. (Skills-based practices per Bersin.
Leadership Pipeline: Stronger succession depth and readiness; improved
conversion from programs to roles.
Change Adoption: Demonstrable adoption rates for major initiatives (methods
tooling ways of working).
QUALIFICATION & EXPERIENCE
Educational Requirements
Bachelors degree in Human Resources Organizational Psychology Business
Administration or related field; Masters degree preferred.
Professional Requirements
Relevant professional certification (e.g. CIPD CIPM SHRM); OD/OE L&D or
change-management certifications are an advantage. (CIPD/SHRM domain
relevance)
Experience Requirements
810 years progressive experience across OD L&D performance management
and/or talent management in large organizations or top-tier consulting with at
least 3 years in leadership delivering enterprise-scale change.
Proven experience standing up graduate or early-career programs leading
organization design initiatives and implementing performance frameworks at
scale. (Aligned to ARMs experience range and leadership emphasis in the
template