Specialist Org Talent Planning

Ahold Delhaize•Pleasant Hill, ME

19h

About The Position

The Talent Planning Leader serves as the enterprise architect for the talent management lifecycle across ADUSA Distribution & Transportation. The role designs, operationalizes, and continuously improves an integrated talent strategy to support workforce readiness, leadership pipeline strength, and organizational capability over the next 3–5 years. As a strategic advisor to senior executives and HR leadership, the role leads scalable, data-driven talent practices from associate through senior leader levels, including performance management, succession planning, leadership pipeline planning, talent reviews, and development pathways. It drives consistency, measurable outcomes, and business adoption while elevating the quality of talent decisions and ensuring talent strategies support organizational growth, operational effectiveness, and culture aspirations. Operating with a high level of autonomy, the position influences senior leaders and builds cross-functional alignment. It partners with HR leadership, the Distribution & Transportation Leadership team, HR Business Partners, Learning & Development, Organizational Effectiveness, and business leaders to build a modern, future-ready talent ecosystem. The role also requires travel of approximately 15–40% to distribution centers and transportation sites, and work in both corporate and operational environments.

Requirements

Bachelor’s degree in Human Resources, Business, Organizational Development, or a related field.
8–12+ years of progressive experience in Talent Management, Organizational Development, Workforce Planning, or HR Strategy.
Experience leading enterprise talent processes in a complex, multi-site environment.
Demonstrated ability to influence senior executives and drive enterprise adoption of new talent practices.
Deep experience with talent analytics, dashboards, and enterprise talent systems such as SuccessFactors.
Expert knowledge of integrated talent management, succession planning, leadership pipelines, performance management, and talent reviews.
Knowledge of readiness modeling, high-potential identification, and critical-role mapping.
Advanced knowledge of organizational design, workforce planning, spans-and-layers optimization, and organizational health frameworks.
Knowledge of career architecture models, capability frameworks, and competency-based progression.
Knowledge of leadership capability models, leadership development strategies, role-specific success profiles, and structured development paths.
Knowledge of change management, enterprise adoption, stakeholder engagement, governance, and sustainable talent operating rhythms.
Advanced knowledge of talent analytics, KPI design, predictive modeling, HRIS and talent systems, data governance, and process automation.
Knowledge of distribution, transportation, and operational workforce dynamics, and how talent readiness affects business performance and growth.
Skills in executive communication, facilitation, storytelling, enterprise program design, strategy development, data interpretation, KPI design, influencing senior leaders, scalable process design, data analysis, reporting, problem-solving, and continuous improvement.
Ability to think strategically while executing operationally; influence without authority; build alignment across a matrixed organization; design processes for corporate and operational environments; simplify complexity; and anticipate future talent needs.
Ability and willingness to travel approximately 15–40% to distribution centers and transportation sites, work in corporate and operational environments, and connect business objectives with talent needs.
Comfort operating with enterprise visibility and interacting with senior leaders.

Nice To Haves

Master’s degree.
HR certification such as SHRM-SCP or SPHR.
Experience in operational or distributed workforce environments.

Responsibilities

Design and lead the 3–5-year enterprise talent strategy and annual execution roadmap for major talent lifecycle processes.
Advise senior leaders on long-term capability needs, succession risk, and strategic workforce planning.
Develop fit-for-purpose talent frameworks, governance, and standards that support consistency, fairness, and business ownership.
Shape the future-state talent operating model to enable growth and readiness at scale.
Own the end-to-end succession planning strategy and leadership pipeline depth, balance, and readiness across levels.
Facilitate executive-level talent reviews and synthesize insights, risks, and strategic recommendations.
Build and maintain leadership competency models, readiness profiles, and transparent career roadmaps.
Guide senior leaders in talent decisions concerning placement, development, movement, and hiring.
Modernize annual talent routines, including performance management, talent assessment, career progression, and individual development plans.
Establish scalable routines for assessing and developing high-potential and critical-role talent.
Align talent processes with operational environments and partner with HR Business Partners to embed routines into business rhythms across sites and functions.
Partner on organizational design, advising on spans and layers, role clarity, and capability models.
Align leadership development, associate development, and training programs with career progression expectations and talent strategy.
Identify barriers to talent mobility and propose cross-functional solutions to improve organizational agility.
Develop enterprise KPIs for talent effectiveness, including progression, bench strength, readiness, and succession coverage.
Build dashboards, scorecards, and predictive analytics to forecast risks and identify trends.
Translate talent data into insights and recommendations for HR and executive leadership; maintain data integrity and support evidence-based decisions.
Drive senior leadership engagement with high-potential talent through visibility programs, career conversations, and sponsorship models.
Increase enterprise visibility and transparency into career paths and internal mobility opportunities.
Support strategic interventions to retain and accelerate critical talent segments.
Lead large-scale change management to improve adoption and maturity of talent processes.
Evaluate talent programs against business needs and emerging best practices, and introduce improvements that simplify processes and strengthen leadership accountability for talent outcomes.