Senior Manager, Global Organizational Development

TTEC

About The Position

At Percepta, we bring first-class service across each market we support. As a Senior Manager, Global Organizational Development, you’ll own Percepta’s culture-as-strategy agenda — partnering directly with the VP of Global Human Resources to turn a High Performance Workplace from an aspiration into something measurable, while also enjoying the satisfaction of being part of a unique culture. The Senior Manager, Global Organizational Development owns Percepta’s culture-as-strategy agenda — translating the HR Strategy’s Culture and HR Delivery priorities, the TVE Living Enterprise capability model, and CORE Leadership into a coordinated program that makes a High Performance Workplace measurable, not aspirational. This is a consultative OD role, not a training-delivery or program-coordination role: the person in this seat diagnoses where culture, capability, and performance are breaking down, designs the intervention, and proves it worked in engagement, retention, competency, and performance data, acting as the VP of HR’s internal OD partner — trusted to shape the strategy, not just execute someone else’s design.

Requirements

Master’s degree in Organizational Development, Industrial-Organizational Psychology, Human Resources, or a closely related field, or equivalent practitioner depth, is required
Formal OD training and credentialing from a recognized body (e.g., NTL Institute, Georgetown, Pepperdine, or American University OD certificate programs; ODN; ICF/CCE coaching credential) or equivalent depth of practitioner training is required
Certification in a High Performance Workplace (HPWP) or comparable OD/culture methodology is required, with the ability to design and facilitate at a consultative level
8–10+ years of progressive, specialized organizational development experience is required; general HR generalist experience without dedicated OD depth is not a fit
Documented track record designing and deploying enterprise leadership or culture programs with measurable before/after results in engagement, retention, competency attainment, or performance
Demonstrated experience building competency or capability models and converting them into development pathways, certification tracks, or rotation programs that people actually complete
Global or multi-country OD experience operating inside a matrixed organization, adapting programs across cultures and markets, is required
Executive presence and consulting skill, with the ability to advise a VP of HR and senior business leaders on organizational design and change

Nice To Haves

Change management certification (Prosci or equivalent) is advantageous
Experience running or embedded in an EOS/Traction-based or Bloom Growth operating rhythm is advantageous
Experience in a BPO, contact center, or high-volume customer experience environment is advantageous
Experience partnering with or presenting directly to a CEO or executive leadership team on culture and workforce strategy is advantageous

Responsibilities

Partner directly with the VP of HR to translate the HR Strategy’s Culture, HR Delivery, and Resilience priorities into a coordinated OD roadmap
Diagnose engagement, performance, and capability gaps using data — E-SAT, retention, SWOT findings, and workforce analytics — not assumption
Own the TVE Living Enterprise capability model as a working tool, keeping the six domains current and translated into role- and team-level development requirements
Own the design integrity and continuous improvement of CORE Leadership across all six phases (Vision, Charter, Roles & Responsibilities, Job Profiles, How We Work, Development Plans)
Design and certify facilitators for the Culture Training / Leadership Workshop, including the Trust Continuum and the 8 Elements of High-Performance Workplace
Build the competency and capability frameworks that connect CORE, Culture Training, and the HR Capability Model into one coherent development architecture
Pilot new OD interventions with select markets or HR Centers of Excellence before global rollout
Own the design and governance of the weekly development block — job mastery, certifications, cross-discipline growth, and applied practice
Design and run the Big Gig quarterly rotation program — nomination, matching, rotation, and debrief — tied to development-plan gaps and succession/bench depth
Build certification pathways (SHRM, HPWP, and other role-relevant credentials) and track completion as a capability-building metric
Embed the Bloom Growth/EOS weekly L10 rhythm as the operating habit that carries OD work from plan to traction
Build and maintain the scorecard connecting OD activity to engagement, retention, competency attainment, and performance outcomes, and report impact to the VP of HR and HRLT on a governed cadence