L&D Partner REMS

JLL•Chicago, IL

1d•$125,000 - $140,000•Onsite

About The Position

AI is transforming how work gets done across Property Management (PM) and Workplace Management (WPM), and REMS is investing in a dedicated L&D partner to turn that shift into practical, measurable upskilling and reskilling for its people. Embedded with engineers, account directors and business leaders across PM and WPM to build the tailored learning approach these two business lines need. Working closely with the REMS Senior Learning Partner, People Partners (PPs) / PXPs and Talent & Development (T&D) Product Leads, you will scope, design and deliver targeted upskilling that is anchored in what PM and WPM actually need to remain sustainable and competitive as AI adoption accelerates.

Requirements

Business Acumen: understands how PM and WPM make money, measure success and are affected by AI and market change; translates that understanding into learning priorities and a business case leaders recognise as their own.
Stakeholder Management & Influencing: skilled at building trust quickly across unfamiliar business areas; listens and communicates effectively; manages expectations proactively; provides regular, transparent updates on progress, challenges and support needed; able to influence senior leaders and, where necessary, pause work that doesn't drive aligned outcomes.
Collaboration: works closely with peers across the platform and account teams to avoid duplication, share best practice and ensure a consistent learner experience.
Needs Analysis & Scoping: strong consulting skills to diagnose the real skills gap behind a stated request, and to focus effort on the work that will actually move the needle.
Strategic Thinking: able to vet requests and design solutions with a broad, cross-business mindset, aligned to the global REMS L&D strategy.
Data-Driven Storytelling: leverages data and ROI metrics to articulate the business impact of skills work, for both individual initiatives and the transformation agenda as a whole.
Design & Delivery: designs engaging, practical learning experiences and can facilitate them directly where needed; comfortable moving between strategic design and hands-on delivery.
Agility & Comfort with Change thrives working at pace in an ambiguous, fast-evolving environment; adapts approach as AI capability and business priorities shift, without losing sight of outcomes.
Project & Programme Management: activates the skills agenda against agreed timelines to deliver outcomes and a strong learner experience; experience with Asana or a similar project management tool preferred.
Management: leads a highly engaged and high-performing team to deliver transformation priorities.
Candidates must be authorized to work in the United States without sponsorship.

Nice To Haves

AI-enabled tools part of how you design and deliver learning
AI as an amplifier for what you bring, not a replacement for it
AI- and digital-literate, and you've already put AI-enabled tools to work in how you design and deliver learning
Experience with Asana or a similar project management tool preferred

Responsibilities

Scope skills needs across PM and WPM: act as the primary point of contact for PM and WPM business leaders to diagnose where AI and technology change are reshaping roles and identify the specific skills each area needs to build to stay sustainable and competitive.
Understand and anchor to PM and WPM priorities: build a working knowledge of each business area's goals, pressures and definition of success, and use that understanding to make learning relevant – framing every intervention in the language of the business problem it solves, not just the skill it teaches.
Own PM integration into the REMS L&D curriculum: lead the learning side of PM joining the wider Workplace Division, mapping PM roles to the REMS curriculum, migrating PM content and onboarding PM people leaders to REMS programmes – targeting 2,000+ PM learners on one REMS learning standard within 12 months of hire, with no parallel PM curriculum.
Build role-based AI learning for PM and WPM: design AI adoption and learning pathways for PM and WPM operations (e.g. Workplace OS, AzaraAI, delivery agents) so adoption targets have a capability plan behind them, and adoption is measured per role.
Create and execute a skills-based transformation roadmap: prioritise which capability gaps to address first across PM and WPM, in alignment with the broader REMS L&D strategy, and sequence work across both business areas concurrently.
Determine the right delivery model for each skill: assess whether needs are best met through existing T&D products, adapted content or new design – leveraging the centralised facilitation team and open-enrolment offerings before committing to bespoke build.
Co-own the Skilled Trades pathway with WPM: support mobile engineer, MTS and hourly population development and technical onboarding at scale, defining a pathway for the engineering population that supports retention as engineers retire faster than the business recruits.
Provide learning for account directors and team leads: deliver additional learning for account directors on midsized accounts who may not have the experience of those on large accounts, and ensure team leads have the relevant skills to develop their people.
Support speed and scale of hiring: provide learning readiness for new WPM wins and the mid-market business unit (e.g. large mobile-engineering pursuits), so new business mobilises with a training plan in place rather than reactive L&D support.
Lead change and leader enablement: lead business leader socialisation and change management for PM and WPM transformation, with a particular focus on skills for junior leaders, so one operating model is understood and adopted across PM and WPM leadership.
Support the service-culture agenda: support the client-centric, service-culture curriculum for PM and WPM frontline teams.
Design and deliver upskilling programmes end-to-end: own the full lifecycle from needs analysis through design, delivery (in-person, webinar or e-learning) and into measurement, ensuring solutions are engaging, practical and grounded in how the business actually works.
Define and report ROI / business impact metrics: build a consistent measurement framework for each initiative – behaviour change, capability uplift and business outcomes – and use data to tell a clear story about the impact of the skills agenda to stakeholders.
Represent the skills agenda to senior stakeholders: partner with People Partners, T&D Product Leads and business leadership to keep the transformation agenda visible, credible and aligned to the wider talent and capability strategy.
Collaborate across the platform: work closely with the Accounts L&D Lead and the wider REMS L&D team to spread skill-building across the organisation, raising capability everywhere rather than only within PM and WPM, and ensuring a seamless experience for learners moving between account and platform.