Sr Manager Culture & Employee Experience

Philip Morris International U.S.•Stamford, CT

3d•$149,600 - $187,000•Hybrid

About The Position

The Sr Manager Culture & Employee Experience leads the design and delivery of PMI US’s culture activation programs, employee experience touchpoints, and engagement initiatives. This role transforms strategic priorities into tangible programs, leader resources, and cultural rituals that employees experience and feel in their day-to-day work. In addition, this role serves as the culture change management lead for PMI US, designing the people-side change approach required to translate culture strategy into adopted leader and employee behaviors. This includes stakeholder alignment, change impact assessment, readiness planning, leader enablement, communication planning, resistance mitigation, measurement, and reinforcement. Serving as the experience design and execution arm of the Culture & EX team, this role ensures that culture work is carefully designed and embedded in business rhythms, leader behaviors, and employee interactions rather than existing as standalone events or campaigns. This role also serves as the strategic partner and program manager for PMI US’s Employee Resource Groups (ERG) as a critical component of our culture and EX strategy. In collaboration with the global Inclusion & ERG teams, this role will design and implement a consistent governance and operating model for the ERGs, elevating them into well-managed, high-impact drivers of engagement, inclusion, and belonging across the US business.

Requirements

5+ years of progressive experience in change management, internal culture programs, employee experience design, or organizational development.
Bachelor's degree in Human Resources, Organizational Development, Communications, Business Administration, or a related field.
Experience working with or supporting Employee Resource Groups, including ERG strategy, leader development, and program alignment.
Demonstrated experience designing and managing culture, recognition, or employee experience programs at scale in complex organizations.
Experience designing and implementing change management strategies for culture, transformation, integration, restructuring, or enterprise people initiatives.
Experience coaching leaders and managers through behavior change, culture activation, or organizational transition.
Familiarity with structured change methodologies such as ADKAR, Prosci, Kotter, or similar approaches preferred.
Proven ability to create leader-facing resources such as toolkits, guides, and playbooks that drive manager behavior change.
Experience partnering with internal communications teams to deliver employee-facing content a significant plus.
Experience operating in multi-site or matrixed organizations with both hourly and salaried populations strongly preferred.
Experience Design Thinking: Approaches culture work systemically; designs interconnected touchpoints across the employee journey rather than isolated events or campaigns.
Change Management & Adoption Strategy: Applies structured change management practices to translate culture priorities into adopted behaviors; assesses stakeholder impact and readiness; identifies resistance risks; designs adoption, communication, leader enablement, and reinforcement plans; and measures whether change is taking hold.
Strategic Communication for Change: Creates clear, compelling, audience-specific messaging that explains the why, what, how, and expected behavior shifts behind culture change.
Program & Project Management: Exceptional at managing multiple concurrent programs with competing timelines, stakeholders, and dependencies. Relentlessly organized.
Stakeholder Influence: Builds strong partnerships with business leaders, HRBPs, ERG leaders, and cross-functional teams. Effective at influencing without authority.
Content Creation: Strong writer and communicator. Can produce leader-ready toolkits, employee-facing content, and executive summaries with equal quality.
Cultural Intelligence: Navigates diverse, multi-generational, and geographically distributed workforces. Designs programs that resonate across different employee segments.
Data-Informed Execution: Comfortable consuming workforce insights and translating them into program priorities. Tracks outcomes and adjusts based on evidence, not intuition.
Scalable Systems Builder: Thinks in systems and infrastructure; builds repeatable processes, templates, and toolkits rather than running one-off initiatives.

Responsibilities

Own the enterprise culture activation calendar: recognition programs, culture rituals, values-in-action campaigns, and milestone celebrations.
Design and execute programs that translate strategic engagement priorities into visible, experienced cultural change.
Ensure all culture programs connect explicitly to organizational values, strategic priorities, and listening insights.
Develop the culture change management strategy for PMI US, including stakeholder analysis, change impact assessment, readiness planning, leader enablement, communications, measurement, and reinforcement.
Translate culture priorities into clear behavior changes for leaders, managers, and employees, defining what must start, stop, continue, and be reinforced.
Build adoption plans for major culture initiatives so programs move beyond launch activity into sustained behavior change.
Identify resistance risks, adoption barriers, and employee sentiment signals in partnership with the Employee Listening & Engagement Manager, HRBPs, Corporate Communications, and business leaders.
Design mitigation plans, feedback loops, and reinforcement mechanisms that help leaders sustain culture change over time.
Integrate change management activities into broader P&C, business transformation, restructuring, integration, and employee experience initiatives.
Monitor the culture change calendar in partnership with HRBPs, Communications, and business teams to identify change saturation, message overlap, timing conflicts, and employee impact risks; recommend sequencing or reinforcement adjustments that reduce disruption and improve adoption.
Manage the ERG strategy and operational support framework, including ERG leader development, programming alignment, operating and governance model design and management, and budget governance.
Support the activation of new ERG chapters by assessing local demand, enabling launch plans, supporting newly formed ERG teams, and connecting them to the global ERG community.
Define and implement a standardized ERG governance model: charter templates, annual planning cycles, budget management protocols, membership tracking, and reporting cadences that create consistency and accountability across all groups.
Develop and coach ERG leaders and advisors, building their capabilities in strategic planning, event execution, membership engagement, executive communication, and cross-ERG collaboration.
Elevate the impact and outcomes of PMI US ERGs by aligning their programming to business priorities and employee listening insights so that ERG activities drive measurable engagement, inclusion, and belonging outcomes.
Create ERG communications and content including newsletters, event promotion, impact reports, and member spotlights, and establish a regular cadence that keeps ERGs visible, relevant, and valued across the organization.
Track and report ERG health metrics, including active membership growth, event participation, member engagement, and impact on inclusion and belonging scores, and use data to continuously improve the program.
Own the design of key cultural touchpoints across the employee lifecycle: onboarding experience, recognition, transitions, and restructurings experienced at the team and individual level.
Map and continuously improve “moments that matter,” the high-impact interactions that disproportionately shape how employees feel about working at PMI US.
Partner with HRBPs and business leaders to embed experience design into business rhythms.
Drive cross-touchpoint consistency so that culture messaging, values, and experience quality are coherent across the business.
Design and maintain a library of leader change kits focused on culture embedding: values-based conversation starters, team ritual guides, onboarding culture orientation resources, and change navigation talking points that help leaders maintain culture continuity.
Create culture-specific manager resources that make it easy for leaders to weave values and culture messaging into existing team meetings and one-on-ones.
Partner with Talent Development to feed culture-specific content into broader leadership development curricula.
Develop and enable the Change Champion / Culture Ambassador network across the business with tools, resources, and coordination.
Coach leaders and managers on their role as visible sponsors, change carriers, and culture reinforcers.
Build and maintain standardized culture change tools, templates, role clarity documents, communication assets, and manager-ready resources that create a consistent source of truth for culture change initiatives across PMI US.
Partner with Talent Development and Communications to design culture change learning assets, manager enablement sessions, and reinforcement routines that build leader and employee capability to adopt new behaviors.
Create EX-specific content for frontline and field-based channels: shift-start huddle talking points, break room digital displays, and ERG newsletters.
Develop culture storytelling that makes progress visible, felt, and believed: employee spotlights, values-in-action features, recognition highlights, ERG impact stories, and change success narratives.
Collaborate with Corporate Communications on the development and distribution of EX content to enable the PMI US cultural narrative.
Improve consistency and quality of culture-change messaging across leader, manager, frontline, and employee channels by translating complex changes into clear, audience-specific narratives and practical talking points.
Report progress against committed actions and demonstrate program impact on engagement outcomes.
Partner with P&C Business Partners and business leaders to ensure culture work aligns with business priorities and restructuring/change programs.
Define and track adoption, utilization, proficiency, sentiment, and reinforcement metrics for culture change initiatives.
Use listening data, leader feedback, participation data, and behavioral indicators to assess where culture change is gaining traction or stalling.
Support the implementation phase of culture change initiatives by coordinating communications, leader enablement, feedback loops, and post-launch adoption measures.