Senior Manager, Talent Management

BCI•Victoria, BC

1d•CA$135,000 - CA$160,000•Onsite

About The Position

BCI is reimagining its approach to supporting and growing its talented employees. As the nature of work changes with the advancement of AI, we are looking for someone who can build, deliver and collaborate within HR and across BCI. The Talent Management (TM) Center of Excellence (COE) is accountable for the frameworks that enable learning & development, succession planning, performance & talent management, and career management & internal mobility (talent agility) across BCI. TM, in partnership with the other COEs, sets the conditions that allow BCI’s workforce to adapt continuously. TM’s mandate is to build the enterprise capabilities that ensure BCI’s people develop the skills and abilities to succeed in their roles today and to stay ahead of what the work demands tomorrow. The team is instrumental in knitting together the BCI-wide view of talent: connecting the dots on similar learning needs across the business; knowing who the top-talent with transferrable skills are; working with agility to deliver flexible programs and frameworks that meet unique department needs. Talent Management fosters relationships across all areas of the business and works in deep collaboration with HR COEs to ensure talent strategy translates into real outcomes for employees and the business.

Requirements

8+ years of progressive experience in Talent Management functions, including experience as leader of the function, preferably in an investment/asset management, pension, or similarly complex/regulated organization.
A post-secondary degree in Human Resources, Organizational Development, Business Administration, or a related field and/or equivalent demonstrated experience.
Strong business acumen and expert-level knowledge in emerging people and culture practices.
Proven track record of establishing trusted partnerships with colleagues and stakeholders, leveraging collaboration to enhance effectiveness, innovation, and business impact.
Able to build trust with senior leaders quickly and holds it when the work gets complicated.
Demonstrated fluency using AI tools; use of AI tools expected.
Proven track record designing and running enterprise talent frameworks (succession, competency models, skills taxonomies, career pathing, leadership development) that were actively used across the talent cycle.
Lead talent assessment in practice: evaluating potential, readiness, and adaptability alongside skills, and equip others to do the same with consistency and reduced bias.
Demonstrable enterprise leadership experience including direct people management as well as mentorship and development of talent.
Has used data like talent review outputs, workforce analytics, skill gap analysis to make and defend talent management decisions.

Nice To Haves

Certified Human Resources Professional, Certified Professional in Talent Development, and/or adult learning qualifications.
Qualifications or experience related to executive coaching, team building and/or facilitation.

Responsibilities

Translate BCI’s People ambition into a sequenced, resourced TM capability roadmap, owning TM’s contribution to the annual HR Business Plan and keeping talent priorities aligned to the three-year talent ambition.
Lead succession planning as an enterprise-wide capability spanning executive, senior leadership, and emerging talent, ensuring intelligence from talent reviews, analytics, and assessments systematically informs succession decisions and development investment.
Redesign how BCI develops people for how work is changing, embedding AI fluency into learning, evaluation, and skills-gap closure, and applying AI tools to accelerate program design and talent analytics.
Build the structured frameworks and targeted development that make adaptability a genuinely supported capability, partnering with the OCM function to sequence talent development alongside organizational change.
Design and own a structured, defensible talent assessment methodology that identifies readiness, willingness, and development needs, feeding directly into succession planning and L&D investment decisions.
Set the strategic direction for how performance and potential inform talent decisions including succession and mobility action, in collaboration with Business Partnership and Total Rewards.
Lead BCI’s competency framework and approach to skills management, keeping it grounded in what high performers need today and tomorrow; embedded in Workday.
Own the career progression framework — pathways, advancement criteria, and mobility routes. This framework is built on the job families and leveling structure owned by Total Rewards.
Ensure employees on assignment or significant internal moves have an intentional development plan, partnering with Total Rewards on mobility and EE&I on an inclusion lens.
Own the performance and continuous improvement of TM’s full program portfolio — leadership development, BCI University, mentoring, and foundational training — along with LMS effectiveness, vendor relationships, and the TM budget.