Manager, Retail Talent Programs(J105112)

Key Accountabilities

Responsibilities and essential job functions include but are not limited to the following

◆ Leads the end-to-end operational execution of assigned national retail talent programs,ensuring disciplined rollout planning, accurate scheduling, and consistent cross-region delivery. The role partners closely with regional L&D partners and HRBPs to align on talent demand, deployment timing, and post-program placement expectations, and actively drives shared accountability for talent promotion and retention after program completion.

◆ Cooperates with HRBPs to manage the talent conversion funnel from program graduation to bench readiness, role placement, and sustained post-placement performance. This includes activating promotion pipelines, driving succession pool utilization, and ensuring that critical vacancies are filled with qualified internal talent. The role proactively identifies and removes barriers that delay or prevent deployment, including readiness misalignment, opportunity access issues, and regional execution gaps.

◆ The role owns monthly talent deployment and business impact reporting, including conversion rates from program graduation to promotion, bench utilization rates, post- promotion performance success rates, and high-potential retention outcomes. The role analyzes systematic bottlenecks between learning and deployment and provides decision-ready insights to senior leadership for workforce planning and talent investment optimization.

◆ The role continuously improves talent deployment mechanisms by refining readiness definitions, promotion criteria, and regional usage standards. The role works in close collaboration with the Capability Product Owner and the Scalable Solution Lead to ensure that program design, system infrastructure, and business deployment operate as one integrated talent engine.

Required Experience, Knowledge, Skills and Abilities

◆ Strong retail business acumen and a deep understanding of store operations, leadership readiness, and front-line performance drivers.

◆ High credibility in talent movement, promotion governance, and succession pipeline management, as well as the ability to influence senior regional stakeholders without direct authority.

◆ Strong execution discipline, data-driven decision-making, and the confidence to challenge usage inertia in order to drive real business outcomes.

◆ Think beyond program delivery and operate with a strong business partnership mindset.The Manager is accountable not only for the completion of talent programs, but for whether those programs truly strengthen the organization’s leadership bench and operational performance.

◆ High ownership, resilience in ambiguity, and the courage to push for real talent activation, not just participation.