Vice President, Talent, Learning & Organisation Development

Role Summary

The Vice President, Talent, Learning & Organisation Development is responsible for building the Group's talent, leadership, capability and organisation development agenda.

The role will establish a structured and practical talent management ecosystem across the Group, including talent review, succession planning, leadership development, learning governance, competency development, organisation effectiveness and career development.

The position is expected to translate business and workforce priorities into targeted people interventions that strengthen leadership capability, build critical talent pipelines and improve organisational execution.

Key Responsibilities

1. Group Talent Management

• Develop and implement the Group Talent Management Framework.
• Lead annual talent review and talent calibration processes in partnership with Human Resources Business Partners and Heads of Company.
• Establish a consistent talent identification methodology covering high-potential, high-performing, critical talent and talent risk.
• Maintain the Group Talent Dashboard and ensure agreed talent actions are tracked to completion.
• Develop individual development plans for identified critical and high-potential talent.

2. Succession Planning

• Establish succession planning for critical leadership and business-critical positions.
• Define succession readiness categories and governance standards.
• Facilitate succession discussions with Group and Company leadership.
• Drive development interventions for identified successors.
• Monitor succession coverage, successor readiness and critical-role talent risk.

3. Leadership Development

• Develop the Group Leadership Development Framework aligned with business strategy and Group values.
• Design targeted development programmes for executive and senior leadership, Heads of Company, project and functional leaders, people managers and emerging leaders.
• Introduce leadership assessment, coaching, mentoring and action-learning interventions where appropriate.
• Measure leadership programme effectiveness and business application.

4. Learning and Capability Development

• Develop the Group Learning and Capability Strategy based on business and workforce priorities.
• Lead annual learning needs analysis and capability planning.
• Establish Group learning governance, learning calendars and programme approval standards.
• Prioritise technical, project, operational and leadership capability requirements.
• Partner with business leaders and Subject Matter Experts to build relevant internal learning programmes.
• Improve learning effectiveness through structured pre-learning, application and post-learning evaluation.

5. Competency Framework

• Develop and maintain Group competency frameworks covering the Group's values and behaviours, leadership competencies, people manager competencies, functional and technical competencies, and job family or role-specific competencies.
• Integrate competencies into performance, development, talent and succession processes.
• Establish competency assessment methodologies for relevant operational and technical roles.

6. Organisation Development and Effectiveness

• Support the SVP, Group Human Resources in organisation design and workforce transformation initiatives.
• Conduct organisation effectiveness reviews covering structure, spans of control, layers, role clarity and decision accountability.
• Facilitate organisation development interventions for teams or businesses experiencing execution, leadership or collaboration challenges.
• Support business integration and change management initiatives across the Group.
• Develop practical change adoption plans for major HR and organisational transformation programmes.

7. Career and Development Architecture

• Develop career development principles and career pathways for priority job families.
• Establish development pathways supporting internal mobility and talent progression.
• Partner with Rewards & Performance and HRIS & Transformation on future job architecture and career framework initiatives.
• Improve employee visibility of development and career opportunities within the Group.

8. Performance and Talent Integration

• Partner with Rewards & Performance to align talent and development interventions with the Group's Performance, Governance & Execution Framework.
• Use performance outcomes, competency assessments and talent reviews to identify development priorities.
• Ensure development programmes address real performance and organisational capability gaps.
• Support leadership calibration discussions where talent, capability or succession input is required.

9. Learning Governance and ROI

• Establish learning investment governance and programme evaluation standards.
• Monitor learning budget utilisation and external vendor effectiveness.
• Reduce dependency on generic external programmes through internal capability building and structured knowledge transfer.
• Measure training effectiveness using appropriate learning and business impact indicators.
• Present periodic talent and capability dashboards to Group HR and leadership.

10. Team Leadership and Stakeholder Management

• Lead the Talent, Learning & Organisation Development team and establish clear roles, KPIs and delivery standards.
• Build strong partnerships with Heads of Company, functional leaders, HR Business Partners and Site HR.
• Manage external learning, assessment, coaching and organisation development partners.
• Build internal facilitation and subject matter expert capability across the Group.

Qualifications and Experience

• Bachelor's degree in Human Resources, Business, Psychology, Organisation Development or a related discipline.
• Professional HR, learning, talent or coaching certification is an advantage.
• Minimum 12–15 years of progressive HR experience with significant leadership experience in talent management, learning or organisation development.
• Demonstrated experience establishing talent review and succession planning frameworks.
• Strong experience in leadership development and organisational capability building.
• Experience supporting complex, project-based, engineering, infrastructure, construction or diversified businesses is preferred.
• Experience with HR digital platforms, preferably Workday or comparable HR systems, is advantageous.

Working Location

Kuala Lumpur, Malaysia

Consultant In-charge

Jason | [email protected]