Talent Management and Culture Director

Guggenheim Investments•New York City, NY

1d•Onsite

About The Position

Guggenheim Investments is seeking a Talent and Culture leader to own the enterprise frameworks and programs that shape the employee lifecycle, from onboarding through performance, advancement, development, and retention. This builder-and-operator role sets the philosophy, designs the frameworks, and runs programs that determine how talent is assessed, advanced, recognized, and retained across the firm. The role also embeds inclusive, systemic management practices and cultural competency development into those frameworks so talent decisions are consistent, transparent, and defensible at enterprise scale. The position is full-time and based in either the New York City or Stamford, Connecticut office. The role owns all five pillars of the Talent Management function and is accountable for both designing the frameworks and ensuring their adoption. It sets the multi-year talent and culture roadmap, partners with HR Business Partners, business leaders, and Legal/Compliance, and advises senior leaders on talent decisions, calibration outcomes, succession, and retention risk. It builds measurement and reporting for talent programs, manages vendors, platforms, and budgets, drives enterprise adoption and change management, and builds and develops the Talent Management team. The five pillars are Onboarding & Integration; Performance & Talent Management; Advancement & Career Growth; Culture & Inclusion; and Recognition. These encompass enterprise onboarding and new-hire experience standards; the performance philosophy, annual talent review, critical-talent strategy, career and mobility frameworks; promotion philosophy and governance; company culture and inclusion strategy, including direct oversight of the VTAP program; and formal and informal enterprise recognition programs and their measurement.

Requirements

At least 10 years of experience in talent management or the HR field, including direct ownership of enterprise performance, talent review, or succession frameworks.
Demonstrated experience designing and launching enterprise-wide talent programs, rather than solely administering existing programs or delegating their design and launch.
Track record of running calibration and talent review cycles with senior leadership.
Deep fluency in inclusion strategy and cultural competency development, with evidence of integrating them into core talent processes.
Strong analytical capability, including defining talent metrics, interpreting people data, and making evidence-based cases to executives.
Exceptional influence and executive communication skills, with credibility among senior business leaders.
Bachelor’s degree or equivalent experience.
Must be authorized to work in the United States without current or future visa sponsorship or transfer.

Nice To Haves

Experience in financial services, asset management, or another regulated industry.
Experience establishing a talent function or materially rebuilding one.
People management experience.

Responsibilities

Set the multi-year talent and culture roadmap, sequence framework development against business priorities, and deliver measurable outcomes.
Partner with HR Business Partners, business leaders, and Legal/Compliance to translate enterprise frameworks into practices suited to each business.
Advise and coach senior leaders on talent decisions, calibration outcomes, succession, and retention risk.
Define talent metrics, instrument programs, and report on performance distribution, mobility, promotion equity, retention of critical talent, and engagement.
Embed inclusive systemic management practices and cultural competency development into onboarding, performance, advancement, and recognition.
Manage vendors, platforms, and budgets for talent and culture programs, and drive adoption and change management at enterprise scale.
Build, lead, and develop the Talent Management team.
Own the enterprise onboarding framework, including new-hire orientation and integration, manager onboarding expectations and enablement tools, structured 30/60/90-day experiences and checkpoints, and measurement for continuous improvement.
Define and steward the firm’s performance philosophy and framework, including goal and outcome alignment, assessment and feedback practices, and enterprise calibration.
Lead the annual talent review cycle and talent identification; set critical-talent strategy; build career and internal mobility frameworks; and identify and mitigate retention and talent risks.
Own the advancement and promotion philosophy, nomination and review process, enterprise calibration of promotion decisions, career paths and progression architecture, and governance and decision standards for consistent and equitable decisions.
Define and activate company culture by articulating leadership and employee behaviors, setting inclusion strategy and practices, integrating culture into talent processes, and establishing culture measurement and accountability.
Directly oversee the VTAP program.
Own the enterprise recognition strategy, including formal and informal recognition, milestones and service recognition, values- and culture-based recognition, and measurement of program effectiveness and participation.