Sr Manager Employee Listening & Engagement

Philip Morris•Stamford, CT

4d•Hybrid

About The Position

The Sr Manager Employee Listening & Engagement leads the design, execution, and strategic application of PMI US’s employee listening ecosystem and targeted engagement programming. This role combines workforce intelligence (approximately 60% of scope) with hands-on engagement interventions (approximately 40% of scope) to create a closed loop between what employees are saying and what the organization does about it. On the listening and insights side, this role transforms workforce sentiment data into prioritized, business-relevant recommendations that drive leadership decision-making. On the engagement side, this role designs and delivers targeted interventions (post-survey action planning facilitation, at-risk population engagement programs, manager coaching, and cross-business best practice sharing) that directly address the specific challenges the data reveals. The role serves as the critical translation layer between employee voice and organizational action.

Requirements

5+ years of progressive experience in people analytics, employee listening, employee engagement, or organizational research.
Bachelor’s degree in Industrial/Organizational Psychology, Human Resources, Business Analytics, Organizational Development, or a related field.
Demonstrated experience designing and managing enterprise listening programs (engagement surveys, pulse surveys, lifecycle surveys) across diverse employee populations (exempt, hourly, union/nonunion, remote, etc.).
Proven track record of translating workforce data into strategic recommendations that influenced leadership decisions and organizational outcomes.
Experience designing and delivering targeted engagement interventions such as post-survey action planning facilitation, team-level engagement programs, and manager coaching on engagement outcomes.
Experience presenting insights and recommendations to senior/executive leadership audiences.
Experience facilitating workshops, action planning sessions, or group discussions with leaders and cross-functional teams.
Expert-level quantitative and qualitative analysis skills. Comfortable with statistical methods, text analytics, and survey design principles.
Ability to translate complex data into clear, compelling narratives that drive action. Can distill noise into signal for a non-technical audience.
Skilled at designing targeted, data-informed engagement interventions that go beyond dashboards and reports to create tangible change in specific populations.
Effective at leading action planning sessions with leadership teams and providing one-on-one engagement coaching to managers navigating challenging team dynamics.
Skilled at identifying what matters most and building prioritization frameworks that resist the pull of "everything is urgent."
Confident presenting to senior leaders. Comfortable pushing back respectfully when leaders want to explain away results.
Builds trust quickly with HRBPs, business leaders, and cross-functional partners. Operates as a strategic advisor, not a service provider.
Experience building or operating governance structures that drive follow-through on commitments.
Proficient with listening platforms (e.g., Qualtrics, Glint, Perceptyx, Culture Amp), data visualization tools, and Microsoft Office.
Understands how to design listening instruments, interpret data, and design engagement programs across diverse, multi-generational, and geographically distributed workforces.

Nice To Haves

Experience in complex, multi-site, or matrixed organizations strongly preferred.
Experience with manufacturing environments, hourly, frontline, or field-based populations a significant plus.

Responsibilities

Collaborate with global Listening function and US leadership teams to design and manage the listening strategy for the US business: annual engagement survey, Flash polls, lifecycle surveys (onboarding, exit, anniversary), and targeted focus groups.
Select, configure, and optimize listening platforms and tools to maximize reach across salaried, hourly, and field-based populations.
Ensure survey instruments are methodologically sound, culturally appropriate, and aligned to organizational priorities.
Manage listening cadence to prevent fatigue while maintaining continuous insight flow.
Analyze quantitative and qualitative data to identify patterns, root causes, and emerging risks across the workforce.
Build leader-specific insight dashboards that translate raw data into clear, actionable narratives for senior leaders and their business or function.
Own the prioritization framework: analyze and distill a multitude of data points into 3–5 high-impact themes per listening cycle, with data-informed recommendations and actions.
Present findings and recommendations to the People & Culture Leadership team, senior leadership, and business leaders with clarity and conviction.
Shift the culture from "reporting survey scores" to "delivering strategic and actionable workforce intelligence."
Establish and staff a quarterly Engagement & Culture Governance Forum alongside the Culture & Employee Experience Manager.
Track action commitments from leadership: what was promised, what was completed, and what impact resulted.
Identify named executive sponsors for top engagement themes and hold them accountable for follow-through.
Maintain a visible "You Said / We Did" communication loop to close the gap between listening and action.
Design measurement frameworks that go beyond sentiment to evaluate the impact of specific interventions (e.g., Did a change kit improve adoption? Did recognition program changes shift behavior?).
Co-own impact KPIs with the Culture & Employee Experience Manager to ensure programs are evaluated on outcomes, not just activity.
Benchmark internal results against industry standards and surface competitive gaps.
Partner with P&C Business Partners to provide behavioral and sentiment data that informs workforce planning, employee relations, and retention strategies.
Feed Talent Development with data on where leader capability gaps appear in the listening data, enabling them to target development investments.
Collaborate with the Culture & Employee Experience Manager to ensure insights directly inform program design and cultural interventions.
Design and facilitate structured post-survey action planning sessions with leadership teams and functional groups, moving beyond data delivery to hands-on engagement with specific teams on their 2–3 focus areas, specific actions, owners, and 90-day success measures.
Design and deliver targeted engagement interventions for at-risk populations identified through listening data: focused listening-and-action sprints for business units with declining engagement, retention-focused engagement series for populations showing flight risk, and re-engagement programs for teams navigating restructuring.
Build and manage a cross-business engagement best practice sharing mechanism: identify what's working (from the data), codify it, and facilitate peer-to-peer learning through a quarterly engagement community of practice, a best practice library, or manager-to-manager mentoring programs.
Provide direct engagement coaching and consultation to managers, particularly new managers, managers of large teams, and those whose data shows concerning trends, on interpreting their team's engagement data and designing targeted response strategies.
Own the full engagement campaign narrative around each listening cycle: pre-survey participation strategy and communications, results rollout approach, action planning cadence, and mid-cycle check-ins that keep momentum alive between survey events.
Develop scenario-specific engagement playbooks for recurring high-impact situations (M&A integration, site consolidation or changes, leadership transitions, workforce reductions, and new team formations) pre-loaded with engagement interventions the data shows are effective.