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Senior Manager Talent
ROLE PURPOSE
The Talent Senior Manager strengthens Kroll’s culture and employee experience, working across talent management, the employee value proposition, engagement, leadership and management capability and change. The role turns business priorities into practical initiatives that improve the everyday experience of employees, build talent and capability, and embed Kroll’s Values as clear, consistent behaviors for leaders, managers and colleagues.
This is an agile resource: the role flexes across these areas, directed to different priorities depending on business need and where it can have the greatest impact. It combines programme delivery, facilitation and internal consulting with a clear focus on measurable outcomes and sustained behavior change.
This is a critical role at a pivotal point in Kroll’s journey. Following multiple acquisitions, there is a significant opportunity to define and embed consistent leadership and manager capability across the global business in support of Kroll’s growth ambitions. A strong understanding of our businesses will be essential to ensure that culture, employee experience, talent and leadership initiatives are practical, relevant and aligned to commercial priorities. The role will help strengthen Kroll’s Culture and Values by translating them into clear behaviors, simple practices and meaningful experiences for leaders, managers and employees. The ideal candidate will bring a pragmatic and creative approach, challenging current ways of working and recommending focused improvements that can be implemented and sustained across the firm.
KEY ACCOUNTABILITIES
1. CULTURE AND EMPLOYEE EXPERIENCE
- Turn Kroll’s Values and culture ambitions into clear leadership and manager behaviors that improve the employee experience.
- Lead practical initiatives that improve priority moments in the employee experience and demonstrate visible progress.
- Partner across the People function to simplify employee journeys, remove operational friction and improve key experiences such as onboarding, development, career growth and internal talent mobility.
- Define clear deliverables and measures for employee experience initiatives, track progress and continuously improve programmes, processes and ways of working.
- Drive engagement survey action planning, turning survey insight into prioritised, visible actions at enterprise level.
- Track engagement and EVP measures and continuously improve based on insight and external benchmarking.
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2. TALENT MANAGEMENT
- Drive talent management activities, including talent reviews, succession planning and the identification of high-potential and business-critical talent.
- Use talent and people data to identify capability gaps and inform build, buy and develop decisions.
- Drive Kroll’s leadership capabilities and expectations, and embed them across talent, development and people processes.
- Design and deliver management development for priority populations, including Directors and VPS.
- Use assessment, such as 360/ 180-degree feedback and psychometrics, to identify strengths, gaps and potential and inform development.
- Strengthen performance management so that expectations, feedback, coaching and development conversations are clear, consistent and high quality.
3. CHANGE AND ADOPTION
- Provide practical change support for People transformation initiatives.
- Assess stakeholder needs, readiness, risks and likely impacts.
- Develop leader, communication and stakeholder plans that support adoption.
- Coach leaders and managers to communicate change clearly and manage resistance.
4. PARTNERSHIP AND DELIVERY
- Partner with Learning and Development to deliver facilitation, coaching and development programmes.
- Act as a trusted adviser to senior leaders and People partners across culture, employee experience, talent, leadership and change.
- Flex across priorities, taking direction on where to focus based on business need and where the role can have the greatest impact.
- Lead programmes from diagnosis and design through to implementation, measurement and continuous improvement.
- Manage stakeholders, suppliers, budgets and risks effectively, and bring relevant external practice and innovation into Kroll in a practical way.
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MEASURES OF SUCCESS
- Visible, measurable improvement in employee experience and culture.
- Higher-quality performance, feedback and development conversations.
- Effective talent management, succession and internal mobility.
- Clear, consistently applied leadership capabilities and stronger manager effectiveness.
- A compelling EVP and improved engagement scores, with visible action on survey feedback.
- Strong adoption of priority change initiatives and effective programme delivery.
EXPERIENCE AND CAPABILITIES
- Experience delivering culture, employee experience, talent management, EVP, leadership or change initiatives in a complex organization.
- Familiarity with assessment and diagnostic tools such as 360-degree feedback and psychometrics, and with performance management frameworks.
- Ability to manage multiple programmes from design through to evaluation.
- Credibility with senior and executive stakeholders and strong internal consulting skills.
- Excellent facilitation, communication and coaching capability.
- Confidence using data, engagement insight and stakeholder feedback to identify priorities and measure impact.
- Pragmatic, collaborative, and comfortable flexing across shifting priorities and working through ambiguity.
ROLE SCOPE
- Enterprise-wide remit across Kroll.
- An agile resource, directed to different priorities and initiatives depending on business need and impact.
- Works closely with People Business Partners, Talent and Development, Performance Enablement, Reward, People Analytics, Internal Communications and Business Leaders.
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