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| AJIRALEO TANZANIA |
Jobs
in Tanzania 2019: New Job at World Vision International - Director, Talent Management | Deadline: 20th July, 2019
AJIRA TANZANIA 2019 / NAFASI ZA KAZI 2019
Position: Director, Talent Management
PURPOSE OF POSITION:
The Director, Talent Management, is
responsible for leading and delivering an integrated global talent
management strategy supporting Our Promise ‘people’ requirements
focusing on both the organisational needs, and the individual
perspectives. Key responsibilities of this role include: understanding
external trends, current internal workforce capabilities and delivering
talent management models and ‘people’ pipelines for the implementation
waves of, and enabling, strategic connections between Our Promise
initiatives (i.e. 1-3 years, 5-10 years and Fragile, Transitioning
Economies, Responses and Development Offices), workforce planning, and
organisational design. This will ensure that executive/senior leadership
positions are defined and this group of globally diverse individuals
are identified, assessed, developed, monitored and managed.
This
role will also ensure staff are living out our core competencies and
modelling our mindsets and behaviours for placement into leadership
roles driving maximum talent effectiveness and efficiencies, as well as
building the organization and its sustainability. Another important
aspect of this role, is actively influencing managers to own their
talent activities, including, but not limited to, talent related risk
and driving the integrated talent management cycle.
KEY RESPONSIBILITIES:
Leads the global integrated talent management strategy including succession planning process across the partnership.
Responsible
for delivering on ‘best in class’ integrated talent management
strategy, working plans and practices across the Partnership. Works
closely with Executive/Senior Leaders and P&C leaders to ensure
implementation, monitoring, evaluation and reporting on the strategy
through the following:
Fulfills WVI Board requirements for
integrated Partnership Talent Management Strategy including Succession
Planning for the key leadership positions’ – delivery and presentation
to International President/CEO and WVI Board and prepares executive and
Board reporting and materials as needed.
Creates the ‘talent
story’ through interpreting external trends (looking at the future),
understanding current workforce analysis and interpreting/sharing this
data to build out future pipelines for leadership positions that other
departments need to deliver on (i.e. sourcing and recruiting, leadership
development and capacity building).
In collaboration with
Leadership Development, influence’s talent approaches, products and
standards utilized across the Partnership. This includes but not limited
to: effective creating, influencing, engaging, monitoring with and
reporting on career development activities. Meeting with key leaders to
find out their organizations talent aspirations (e.g. interests,
mobility, strengths and gaps).
Effectively engages and
influences senior leaders to facilitate staff movement/development and
talent identification conversation for leadership roles.
Creates
new pools of leadership talent from a Partnership approach by
identifying and determining ‘next level or generation’ leaders
specifically aligned to and support of Our Promise – including new pools
for Fragile, Transitioning Economies and Marketing/Fundraising for
offices.
Ensures that tools, practices, and the work across
the Integrated Talent Management portfolio is aligned, coordinated and
happening – leveraging connections across Leadership Recruitment,
Leadership Development, Performance Management and Organization
Development.
Supports the talent review processes across the
organisation, providing guidance to line leaders to submit timely and
accurate Succession Plans for annual WVI Board reporting.
Creates
a job matrix/’career path’ for key leadership positions in order to
clearly identify feeder positions. This includes job competencies,
mindsets and behaviors supporting Our Promise and based on validated
talent data.
In collaboration with Leadership Development
portfolio, establish high potential profile talent identification,
assessment and development.
Inputs and uses the Our People Succession Planning tool to allow for optimal talent analytics, planning and review.
Identifies new talent approaches and continual improvement in quality of information on ‘talent/people’ for the Partnership.
Leadership Career Coaching:
Implements robust, timely and on-going conversations with line leaders in supporting and ‘owning’ their various leaders talent activities and development. Sharing of information about how and where their talent is showing up in other places (i.e. through recruitment, participation in internal meetings, talent pools, SLDP, GLO) and supporting them to have meaningful career conversations with their staff – ensure understanding that they have responsibility for their people.
Support P&C and line leaders to engage and understand coaching as a development tool.
Talent and Succession Forum:
Leads the Talent and Succession forum. This forum will ensure deeper, broader and more integrated approach to leadership talent identification and sharing, (i.e. talent spotting, mapping and talent exchanges – after each GLO, SLDP exchange of insights and data on talent), understanding partnership trends, proactively recommending talent for open positions and career planning/discussions across the partnership. Initially launched for the SMT level roles, and then identifying and moving into ‘next generation’ leaders for long term organization sustainability (time frame to be agreed upon).
Monitors leadership talent (GL 18+) to build out talent awareness, profiles/plans and recommendations for next development steps (part of talent career management).
Drives talent exchanges and data sharing with P&C BPs in the GC, Support and Regional offices to open up talent conversations and break down silos – encouraging a ‘one partnership’ approach to leadership talent management.
Participates in various P&C cross functional projects as needed.
Willingness to lead and attend devotional activities and Day of Prayer.
KNOWLEDGE,SKILLS & ABILITIES:
Required:
Bachelor’s Degree and a minimum of 10+ years’ experience providing People & Culture (HR) experience, consulting or coaching to executive and senior leaders with significant experience in roles with a global organization.
Critical need for influencing skills working with executive and senior leaders – exhibits proven experience and success in this area (C-suite).
Understanding of World Vision’s ministry, National and Support offices focusing on key people/business integration and intersection points.
Successful ability to work through, and in ambiguous and continuously changing environments.
Highly results oriented in strategy delivery through influence.
Broad HR experience to be able to make linkages between talent and succession planning and broader people and culture agenda, as well as the organizational strategy.
Highly developed commercial and/or business analysis skills – ability to create ‘meaningful stories’ from various data points for decision making purposes and delivery of these outcomes.
Prior people management experience.
Must understand the NGO context and the skills and experiences beyond the P&C remit for talent to achieve their potential within WV.
Strong project management capabilities. Proven collaborator, coupled with experience in indirect leadership of teams and virtual teams to achieve strategic agenda.
Demonstrated ability to communicate and influence effectively across cultures and all levels of the organization Demonstrated expertise in building and maintaining strong, productive and mutually beneficial professional networks.
Deep understanding of organizational infrastructure, P&C strategic direction, People and OD practice challenges, trends and best practice within this industry and professional services type organizations.
Clear understanding of integrated talent management, succession planning and coaching skills with evidence of effective application across international contexts and cultures.
Exceptionally strong interpersonal, influencing and communication skills, especially with credibility at senior executive levels (C-suite), and capacity to adapt effectively across WV’s different operating units.
Excellent written and verbal communication skills in English, both oral and written, and ability to convey information effectively, write persuasively in a variety of styles for a variety of audiences, and communicate cross-culturally and within inter-faith settings.
Able to develop and maintain professional relationships (internally and externally) at all leadership levels.
Deep understanding and expertise in adult learning and development and organizational application of learning.
Strong understanding of organizational politics and the demonstrated ability to navigate successfully within the same
Highly developed and successful consultancy and influence skills.
Excellent written and verbal communication in English (additional languages desirable) including Board paper writing and presenting to senior leaders.
Master’s Degree highly desirable.
Preferred:
Clear and positive Christian faith commitment and capacity to provide leadership and guidance in this area, and to ensure WV’s Christian identity is woven into the work delivered.
Humility to be led by others, strength and confidence to provide strong leadership when required; wisdom to recognize when each is needed and the ability to help others do the same.
Proven track record of designing & delivering HR solutions for a global audience.
Consulting skills, client relationship skills, customer service orientation and ministry mindset.
Gravitas and influencing skills.
Willingness, capability and flexibility to travel internationally to address key client needs.
Ability to work effectively as part of a globally dispersed virtual team.
Other operating languages will be a bonus e.g. French or Spanish.
Work Environment:
The position requires ability and willingness to travel domestically and internationally up to 30% of the time with period of peak travel to align to organizational needs.
Capacity to work virtually requiring flexibility in working hours over the range of WV time zones.
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