The Sr. Manager, Team Member Journey is a highly influential leader responsible for shaping the holistic experience of every team member at Pilot. Reporting directly to the Director, Culture & Team Member Journey, this role serves as both strategist and architect—designing, operationalizing, and continually improving the “moments that matter” across the entire employee lifecycle.
This leader integrates human‑centered design, organizational psychology principles, and insights from enterprise listening programs to identify friction points, surface opportunities, and drive meaningful improvements. While survey deployment is owned by other partners, the Sr. Manager, Team Member Journey is accountable for leveraging these insights to inform decisions, guide prioritization, and ensure that feedback consistently shapes the team member experience.
As a trusted advisor and collaborator across the enterprise, this individual plays a key role in defining what it feels like to work at Pilot. Through thoughtful journey mapping, strong cross‑functional partnership, effective program delivery, and clear storytelling, this role drives cultural, operational, and performance‑enhancing outcomes that impact every team member.
Balancing long‑term strategic vision with a strong execution orientation, the Sr. Manager, Team Member Journey ensures that our people‑first values are embedded deeply and intentionally into daily practices, touchpoints, and experiences—ultimately fueling engagement, belonging, and the long‑term success of Pilot.
Essential Job Functions
1. Execution & Management
- Lead the end‑to‑end execution of all Team Member Journey programs and initiatives, ensuring high‑quality implementation, timely delivery, and alignment with enterprise objectives.
- Guide the design and continuous improvement of key team member experiences, starting with the team member first‑year experience
2. Thought Partnership
- Serve as a strategic partner to the Director, Culture & Team Member Journey in the design and implementation of key culture‑shaping initiatives.
- Support enterprise efforts such as the House strategy, leader alignment, environmental branding, culture that prioritizes safety, hospitality, belonging, and operational excellence.
3. Continuous Listening Insight Integration (No survey deployment)
- Leverage insights from listening team through engagement, onboarding, pulse surveys and team member inquiries, to understand emerging themes and identify opportunities for improvement across the team member lifecycle.
- Partner closely with the People Solutions and Delivery team to translate listening insights into prioritized actions that enhance key moments within the team member journey.
- Use a strategic, enterprise‑wide lens to determine which insights should drive immediate action, long‑term improvements, or cross‑functional collaboration.
- Ensure that insights directly inform journey design decisions, program enhancements, and experience improvements that strengthen belonging, engagement, and overall team member success.
4. Collaboration & Enrollment
- Partner closely with enterprise leaders to drive process improvements that enhance key “moments that matter” throughout the employee lifecycle.
- Apply deep knowledge of the business and a sharp, perceptive lens to identify opportunities for optimization.
- Leverage strong relationships to navigate challenges, resolve conflicts, and align stakeholders around shared goals.
5. Journey Mapping
- Conduct current‑state analysis of key lifecycle processes to uncover friction points and opportunities.
- Lead the development of future‑state journey designs with clear roadmaps, priorities, and success metrics.
- Ensure recommendations align with culture strategy, business objectives, and team member needs.
6. Measurement, Governance & Best Practices
- Maintain a centralized repository of journey maps, insights, and action plans.
- Monitor performance indicators (e.g., onboarding outcomes, first‑year retention, sentiment trends) to assess progress and inform iterative improvements.
- Stay current with best practices in employee experience, human‑centered design, and organizational psychology; apply relevant insights to mature the function.