Talent Development Lead

Position Purpose

We are looking for an experienced Interim Talent & Development professional to lead two important areas of our People agenda over the next six months: refreshing our global approach to performance management and shaping the future of learning and development at Bravura.

This is a hands-on transformation role, working closely with the P&C team, leaders and colleagues across the business to understand what is needed, bring external thinking and best practice, and translate this into practical approaches that work globally.

You will also help us determine the longer-term Talent, Learning & Performance capability Bravura needs, including succession planning and talent reviews, shaping a clear roadmap, operating model and recommendations for the future.

Main Activities

Whilst we expect all our employees to do what needs to be done to demonstrate their support of Bravura Solutions, below are some specific aspects of your role for which you will be responsible:

Design and introduce our refreshed global performance management framework

• Lead the design and implementation of a refreshed global performance management approach that is simple, credible and supports a stronger performance culture.
• Review and build on the work already underway, bringing external best practice and practical experience.
• Design the end-to-end global performance framework, including goal setting, ongoing feedback, mid-year and year-end conversations, performance assessment and calibration.
• Ensure the framework connects performance with expectations, behaviours, skills, development, career progression and reward.
• Design the manager and employee capability required to make the framework successful, including guidance, learning, communications and practical tools.
• Work with our People Systems capability to maximise the functionality and employee experience available through Workday, rather than designing a process that sits outside our core technology.
• Develop the implementation and change plan required to embed the new approach globally.

Shape Bravura’s global Learning & Development strategy

• Develop a pragmatic global learning strategy aligned to the People Strategy and the capabilities Bravura needs for the future.
• Work with leaders, P&C and colleagues across the business to understand current and future capability needs.
• Translate business requirements into clear learning and development priorities.
• Develop an approach that supports the skills people need today while enabling future career development and internal mobility.
• Connect learning to Bravura’s evolving job and career architecture, performance approach and skills frameworks.
• Determine where learning should be enterprise-wide and where it should be owned or developed within individual functions or professional disciplines.
• Develop a roadmap that prioritises the interventions that will have the greatest business impact.

Re-energise learning and drive adoption

• Review our current learning offer and turn existing and future investment into something our people actively use.
• Assess our existing learning content, platforms and provider relationships, including utilisation, relevance, duplication and value.
• Recommend what we should retain, change, consolidate or stop.
• Develop a more compelling approach to curating and communicating learning so employees can easily understand what is available, why it matters and where to start.
• Design and execute an initial global learning campaign to increase awareness, engagement and adoption.
• Work with leaders and managers to create greater permission and expectation for people to invest time in developing their skills.
• Establish practical measures of engagement, adoption and impact rather than relying solely on course-completion metrics.

Establish the global operating model for learning

• Define how learning should work across Bravura globally, not simply what programmes we should provide.
• Clarify accountabilities between global P&C, People Partners, business and function leaders, managers and employees.
• Establish a consistent process for identifying and prioritising learning needs.
• Define the annual learning and talent rhythm, including how requirements feed into planning and budgeting.
• Establish governance for learning investment, providers, content and programmes.
• Define how enterprise, functional, technical and individual learning requirements should be handled.
• Set out the processes, standards, technology requirements and measures needed to operate learning effectively.
• Ensure the operating model is simple enough to sustain once the interim assignment ends.

Define the longer-term Talent, Learning & Performance capability Bravura needs

• Assess the longer-term requirements across Performance Management, Learning, Development, Succession Planning and related talent activity.
• During the interim period, provide oversight and subject-matter input to succession planning and talent reviews facilitated by the People Partners with business leaders, helping to shape the approach and ensure alignment with the emerging performance, skills and career frameworks, without taking on delivery ownership at this stage.
• Define how accountability for succession planning and talent reviews should sit within the longer-term Talent & Development remit, including the future role of People Partners and business leaders.
• Recommend the capabilities, accountabilities and capacity Bravura will need on an ongoing basis.
• Define where capability should sit centrally within P&C versus within the businesses.
• Recommend the longer-term scope and profile required for the Talent & Development role, including its future accountability for Performance Management, Succession Planning and talent reviews.
• Identify any critical capability or resourcing gaps.
• Provide a clear recommendation to the Chief People Officer on the appropriate future operating model and organisation structure.

What success looks like after six months

This is deliberately an outcomes-focused interim assignment. By the end of the initial six months, we would expect to have:

1. A refreshed global performance management framework designed and moving into implementation, with supporting Workday, manager and employee requirements clearly defined.

2. A clear global Learning & Development strategy connected to Bravura’s business and People Strategy and future skills requirements.

3. A fact-based review of our learning ecosystem and providers, with clear recommendations on where to invest, consolidate or stop.

4. A learning engagement and adoption campaign launched, with initial measures of take-up and impact.

5. A defined global learning operating model, including governance, processes, responsibilities, annual timetable and measures.

6. Clear mechanisms for capturing business learning requirements and translating these into global and functional development priorities.

7. A prioritised 12–24 month roadmap so the work continues beyond the interim assignment.

8. A recommendation for the longer-term Talent, Learning & Performance capability, including the future scope, accountabilities and profile needed to lead performance management, Learning & Development, succession planning and talent reviews.

In addition to the above position-specific responsibilities, all employees are required to undertake any other reasonable duties and responsibilities within your capability and skills, when requested to do so.

Key skills

• Strong knowledge of current performance, talent and learning practices, with the judgement to distinguish genuinely useful best practice from unnecessary process.
• Strong change and adoption capability, including manager enablement, communications and employee engagement.
• The ability to diagnose business and learning needs and translate them into practical requirements and interventions.
• Strong stakeholder skills and the confidence to work with senior leaders while remaining sufficiently hands-on to deliver.
• Commercial judgement and a strong focus on outcomes, simplicity and value.
• Starts with the business problem rather than the HR process.
• Can move comfortably between strategy and hands-on delivery.
• Brings external ideas but adapts them to Bravura rather than applying an off-the-shelf model.
• Simplifies rather than adds complexity.
• Listens well and builds solutions with the business, rather than designing them within P&C and presenting them afterwards.
• Is comfortable operating with ambiguity and creating structure where the longer-term answer has not yet been determined.
• Leaves behind sustainable capability, not dependency on an individual.

Qualifications and Experience

• Has built and changed things, rather than someone whose experience is predominantly running established L&D programmes
• Significant senior experience across Talent, Learning & Development, performance management, succession planning and talent reviews in a complex, international organisation.
• Demonstrable experience designing and implementing a modern global performance management framework.
• Experience creating an enterprise learning or capability strategy linked to business strategy, skills and careers.
• Experience of Workday Performance and Talent and confidence translating process requirements into effective system design.
• Experience assessing learning technologies, content providers and learning ecosystems.
• Experience working globally, balancing global consistency with genuine local requirements.

Why join on an interim basis?

This is an opportunity to make a visible impact in a relatively short period. You will have the mandate to shape two areas that are central to Bravura’s evolving People Strategy and to influence what the longer-term Talent, Learning & Performance capability becomes.

The initial appointment is for six months, but there may be scope to extend the assignment or consider a permanent opportunity as the longer-term model becomes clearer.

Corporate Responsibilities Environmental & Health & Safety

• Ensure Annual Training is competed as required.
• Review Annually & Comply with all Company policies related to H&S and Environmental Management Systems
• Report all/any breaches or accidents/near misses immediately when discovered.