Senior Manager, Skills Strategy & Enablement

📋 Description

• • Lead the activation and scaling of the enterprise skills framework, including taxonomy, skill definitions, and proficiency levels, to embed skills-based practices across talent, learning, and workforce processes.
• • Partner with HR (Talent COE, HR Technology and Analytics) and business units to integrate skills data into core systems such as Workday, LMS/LXP, and other talent platforms to drive hiring, development, mobility, and workforce planning decisions.
• • Design and oversee learning pathways and experiences that are intentionally structured to build skills and enable application, not merely deliver content.
• • Collaborate with content owners and external vendors to ensure learning offerings align with defined skill development goals and proficiency standards.
• • Establish and maintain a skills governance model that balances enterprise consistency with business unit needs, including taxonomy updates, data quality, and definition standards.
• • Use skills data and insights to identify capability gaps, prioritize learning investments, and inform strategic workforce planning and internal mobility initiatives.
• • Provide strategic oversight of learning technology platforms (LMS/LXP, skills platforms) to ensure they effectively support the skills ecosystem and enable accurate proficiency assessment.
• • Lead, coach, and develop a team responsible for skills enablement, learning operations, and learning technology, fostering a culture of continuous improvement and accountability.
• • Manage learning operations including program logistics, stakeholder enablement, communications, budget oversight, and performance measurement across skills enablement initiatives.
• • Plan and optimize budgets for skills enablement, learning technology, content, vendors, and delivery resources, identifying cost-to-value tradeoffs and reinvestment opportunities.
• • Lead enterprise-wide learning and skills communities of practice and advisory forums to accelerate adoption, ensure business alignment, and position skills as a strategic business tool—not just an HR initiative.
• • Translate enterprise skills strategy into practical, scalable execution across complex, matrixed organizational structures.
• • Drive change leadership efforts to ensure skills are actively used and embedded in daily talent and learning processes, not just defined in documentation.
• • Support career architecture, job architecture, and career pathing initiatives by aligning skills data with organizational structure and talent mobility frameworks.