Kerja Sepenuh Masa Vice President, Talent, Learning & Organisation Development, Gaji tinggi MYR 25,000 di Hunters International WP Kuala Lumpur - Maukerja

• Bachelor's degree in Human Resources, Business, Psychology, Organisation Development or a related discipline.

• Professional HR, learning, talent or coaching certification is an advantage.

• Minimum 12–15 years of progressive HR experience with significant leadership experience in talent management, learning or organisation development.

• Demonstrated experience establishing talent review and succession planning frameworks.

• Strong experience in leadership development and organisational capability building.

• Experience supporting complex, project-based, engineering, infrastructure, construction or diversified businesses is preferred.

• Experience with HR digital platforms, preferably Workday or comparable HR systems, is advantageous.

1. Group Talent Management

• Develop and implement the Group Talent Management Framework.

• Lead annual talent review and talent calibration processes in partnership with Human Resources Business Partners and Heads of Company.

• Establish a consistent talent identification methodology covering high-potential, high-performing, critical talent and talent risk.

• Maintain the Group Talent Dashboard and ensure agreed talent actions are tracked to completion.

• Develop individual development plans for identified critical and high-potential talent.

2. Succession Planning

• Establish succession planning for critical leadership and business-critical positions.

• Define succession readiness categories and governance standards.

• Facilitate succession discussions with Group and Company leadership.

• Drive development interventions for identified successors.

• Monitor succession coverage, successor readiness and critical-role talent risk.

3. Leadership Development

• Develop the Group Leadership Development Framework aligned with business strategy and Group values.

• Design targeted development programmes for executive and senior leadership, Heads of Company, project and functional leaders, people managers and emerging leaders.

• Introduce leadership assessment, coaching, mentoring and action-learning interventions where appropriate.

• Measure leadership programme effectiveness and business application.

4. Learning and Capability Development

• Develop the Group Learning and Capability Strategy based on business and workforce priorities.

•  Lead annual learning needs analysis and capability planning.

• Establish Group learning governance, learning calendars and programme approval standards.

• Prioritise technical, project, operational and leadership capability requirements.

• Partner with business leaders and Subject Matter Experts to build relevant internal learning programmes.

• Improve learning effectiveness through structured pre-learning, application and post-learning evaluation.

5. Competency Framework

• Develop and maintain Group competency frameworks covering the Group’s values and behaviours, leadership competencies, people manager competencies, functional and technical competencies, and job family or role-specific competencies.

• Integrate competencies into performance, development, talent and succession processes.

• Establish competency assessment methodologies for relevant operational and technical roles.

6. Organisation Development and Effectiveness

• Support the SVP, Group Human Resources in organisation design and workforce transformation initiatives.

• Conduct organisation effectiveness reviews covering structure, spans of control, layers, role clarity and decision accountability.

• Facilitate organisation development interventions for teams or businesses experiencing execution, leadership or collaboration challenges.

• Support business integration and change management initiatives across the Group.

• Develop practical change adoption plans for major HR and organisational transformation programmes.

7. Career and Development Architecture

• Develop career development principles and career pathways for priority job families.

• Establish development pathways supporting internal mobility and talent progression.

• Partner with Rewards & Performance and HRIS & Transformation on future job architecture and career framework initiatives.

• Improve employee visibility of development and career opportunities within the Group.

8. Performance and Talent Integration

• Partner with Rewards & Performance to align talent and development interventions with the Group’s Performance, Governance & Execution Framework.

• Use performance outcomes, competency assessments and talent reviews to identify development priorities.

• Ensure development programmes address real performance and organisational capability gaps.

• Support leadership calibration discussions where talent, capability or succession input is required.

9. Learning Governance and ROI

• Establish learning investment governance and programme evaluation standards.

• Monitor learning budget utilisation and external vendor effectiveness.

• Reduce dependency on generic external programmes through internal capability building and structured knowledge transfer.

• Measure training effectiveness using appropriate learning and business impact indicators.

• Present periodic talent and capability dashboards to Group HR and leadership.

10. Team Leadership and Stakeholder Management

• Lead the Talent, Learning & Organisation Development team and establish clear roles, KPIs and delivery standards.

• Build strong partnerships with Heads of Company, functional leaders, HR Business Partners and Site HR.

• Manage external learning, assessment, coaching and organisation development partners.

• Build internal facilitation and subject matter expert capability across the Group.

• Annual Leave
• Medical and Hospitalisation Leave
• SOCSO
• EPF
• EIS
• Training Provided
• 5 Working Days