Purpose of the Position:
The Senior Director, is the enterprise owner of the Company鈥檚 talent architecture. This role designs, integrates, and governs the systems that define what capability looks like across the organization and ensures those definitions connect directly to performance, development, and growth. This is a horizontal, enterprise role with authority to set standards, align processes, and partner with senior leaders across campuses and functions. The Director works in close partnership with Capability and Enablement leaders to ensure talent data informs development strategy and investment.
Job responsibilities:
Talent Architecture and Framework Ownership
- Own and evolve enterprise competency frameworks for employees, leaders, faculty, and campus presidents
- Define and maintain skills, proficiency expectations, and role-level clarity across the organization
- Ensure talent frameworks remain practical, behavior-based, and usable by managers
Enterprise Talent Systems and Technology Enablement
- Own the design, configuration, and ongoing evolution of enterprise talent management technologies that support performance reviews, goal setting, competency assessments, and development planning.
- Translate talent strategy and process requirements into scalable, user-centered system configurations that are easy for employees and leaders to use.
- Build, launch, and continuously improve digital workflows that enable quarterly check-ins, annual reviews, and ongoing feedback at scale.
- Serve as the primary product owner for talent management platforms, including roadmap planning, release management, testing, and adoption.
- Partner with HRIS, IT, and external vendors to implement enhancements, integrations, and data standards that improve usability, reporting, and insight.
- Use system data and user feedback to refine processes, reduce friction, and increase adoption and effectiveness over time.
- Ensure talent systems are reliable, auditable, and aligned with governance, compliance, and organizational standards.
Performance and Development Integration
- Ensure competencies are fully integrated into performance review processes
- Translate performance insights into actionable development pathways
- Partner with Capability and Enablement teams to align learning investments to documented capability gaps
Career Pathways and Mobility
- Design career pathways and progression logic that support internal mobility and retention
- Establish consistent role leveling and growth expectations across campuses and functions
- Enable managers to have meaningful career and development conversations
Enterprise Governance and Alignment
- Serve as the central point of governance for talent systems and standards
- Reduce fragmentation and duplication across campuses by establishing clear enterprise practices
- Balance enterprise consistency with local campus needs through structured partnership
Strategic Partnership and Influence
- Partner with senior leaders to anticipate workforce capability needs
- Advise on talent risks, readiness, and development priorities
- Use data and frameworks to inform enterprise talent decisions