Head of Talent Management

TIAA•Charlotte, NC

1d•Onsite

About The Position

The Head of Talent Management is responsible for overseeing the execution of the multi-year global Talent strategy for the enterprise. Reporting into the Chief Talent, Learning & Culture Officer, this role will be tasked with creating and implementing an integrated operating model that will deliver competitive talent products to the enterprise. This leader will supervise a team of experienced professionals that are responsible for setting the enterprise talent ambition by defining the future-ready capabilities, leadership characteristics, and cultural attributes required to execute the firm’s long-term business strategy (e.g., growth, digital/AI, regulatory resilience, client trust). This function within the Talent, Learning & Culture office is the central point of contact for all talent related processes and programs, ensuring the company’s multi-year talent strategy and deliverables are achieved.

Requirements

10+ Years Required
University (Degree) Preferred
Strategic Workforce Planning Demonstrated experience building and executing strategic workforce planning frameworks that align talent supply and demand with long-term business strategy, including anticipating future skill shifts driven by regulatory change, digital transformation, AI adoption, and evolving client needs.
Leadership Development Hands-on experience designing and leading end-to-end leadership development programs — from early talent pipelines through top-of-house executive development — with a strong grounding in leadership coaching and the ability to build programs that reinforce and sustain the organization's leadership principles.
Performance Management Proven ability to design and operationalize a consistent, scalable performance management framework, including annual review cycles, mid-point check-ins, and leader-level routines that drive meaningful performance conversations, goal alignment, and a pay-for-performance culture. Experience with performance management across varied business lines.
Organizational Design Experience partnering with senior leaders on organizational design, restructuring roles, redeploying talent, and optimizing vendor relationships within constraints.
Succession Planning Track record of facilitating and evolving succession planning processes in partnership with business leaders across lines of business, building robust pipelines for critical and senior roles. Comfort working both cross-functionally with senior partners and hands-on in end-to-end ownership of succession strategy.
Talent Assessment Familiarity with a broad range of talent assessment tools and methodologies, from 360-degree feedback to executive-level assessments, and the ability to apply them to drive sound talent decisions and outcomes.
Employee Value Proposition Experience informing and shaping the employee value proposition, leveraging talent, skills-building, and leadership development programs as key levers for attraction and retention.
Change Management Familiarity with change management frameworks and the ability to apply structured protocols to drive adoption of new talent practices across the enterprise.
HR Ecosystem Fluency Broad working knowledge of the HR ecosystem — including compensation, benefits, and talent acquisition — sufficient to consult effectively across functions and make well-rounded, integrated talent decisions.
AI and Digital Acumen Familiarity with AI tools and their application within talent management processes.
Related Skills Adaptability, Business Acumen, Change Management, Data-Based Decision Making, Influence, Organizational Design, Organizational Savviness, People-Centered Design Thinking, Relationship Management, Talent Management

Nice To Haves

Financial services, investment management industry or consulting firm experience is preferred.

Responsibilities

Architect and own the multi-year global talent strategy, ensuring tight alignment with business strategy, capital allocation, risk posture, and geographic priorities.
Translate strategy into a clear talent operating model, covering executive succession, leadership development, assessment, performance, and skills evolution across all workforce segments.
Define the firm’s leadership philosophy—what “great leadership” looks like at each level—and ensure consistency across regions, functions, and lines of business.
Own executive and critical-role succession planning, ensuring robust pipelines for C-suite, senior leaders, and revenue-critical or risk-sensitive roles.
Design and govern executive assessment frameworks, including readiness criteria, promotion thresholds, and external benchmarking.
Lead enterprise-wide leadership development strategy, spanning: Executive committee effectiveness and development, Senior leader transitions and first-time enterprise leaders and Future leader and high-potential pipelines.
Builds and executes performance management processes with the objective of strengthening feedback that enhances a pay for performance culture while scaling performance and driving skill development and performance.
Build scalable development architectures, including Role-based and level-based capability models, Targeted learning journeys (technical, leadership, regulatory, AI/digital) and Experience-based development (rotations, stretch roles, enterprise projects).
Integrate talent processes across the lifecycle, aligning Hiring criteria, Performance management, Development investments, and Succession and internal mobility.
Establish disciplined governance, metrics, and analytics, including Leadership bench strength and readiness, Critical role coverage, Internal mobility and progression and Return on development investment.
Drive adoption and execution with business leaders, ensuring talent practices are not HR-owned programs but business-owned capabilities.
Partners with PT PMO to develop and execute a multi-year roadmap to establish the T,L&C as a product-based organization that delivers integrated solutions which provide measurable value to the business and our associates.
Strategic thought leader in the development of Board and Executive Committee level presentations.
Manages performance of team through regular, timely feedback as well as the formal performance review process to ensure delivery of exceptional products and engagement, motivation, and development of team.
Leads the organizational development & effectiveness center of expertise.