Vice President, Global Leadership Development

JOB SUMMARY

Talent Development at Marriott is positioned to fuel performance, enrich lives, and accelerate reinvention. It is an integral function that directly impacts and supports business performance and drives the organization’s people priorities around growing great leaders, investing in our associates, and ensuring access to opportunity. With this positioning and the discipline to execute against this vision, the opportunity exists to transform Marriott from a traditional training organization to one that enables the company to be more agile and innovative, and therefore competitive – a true learning organization. The Vice President, Leadership Development is a key member of the the Global Talent Development senior leadership team and the architect for Marriott’s leadership and executive development strategy as we embark to ensure that through our leaders, we foster a competitive advantage.

The role also partners with other leaders within Talent Development to achieve excellence in the team’s overall performance, both elevating and creating consistency among practices within the team, and driving team engagement.

KEY ACCOUNTABILITIES & NEAR-TERM PRIORITIES:

1. Reimagine the leadership talent strategy
   1. Take a more comprehensive approach to integrating HR functions, processes and initiatives that sit beyond traditional learning and leadership development (e.g., succession/talent planning, high potential pools/differentiated pipeline, leadership accountability metrics, performance/contribution standards, assessments, rotations/internal mobility, etc.). Bring teams together and collaborate across HR COEs, business functions and continents in service to this accountability.
   2. Integrate leadership programs – whether for management development, leadership development or executive development – against a common framework to tackle a set of core strategic priorities for the enterprise while allowing for flexibility/autonomy to localize and meet business-specific and/or unique country-based needs.
   3. Instill a more data-driven approach to reaching talent-based decisions at the leadership and executive level.
      
      
2. Modernize the leadership development philosophy against the evolving external landscape
   1. Establish a commonly held leadership framework rooted in an approach that both develops roles and functions having the highest impact on behalf of the organization and develops leaders at all levels and foster a culture of leadership that begins with each individual contributor (i.e., position-less leadership).
   2. Ensure a cohesive leadership development journey that puts the leader front and center first.
   3. Refresh and realign center-led programs and services in this new context. Partner with learning leaders in continent, HRBPs and performance advisors in support of businesses to align programs to a common framework.
      
      
3. Partner to elevate the Talent Development function with increased business impact achieved through stronger talent outcomes
   1. Take steps to transform the Leadership Development team, identify future capabilities/skillsets needed for success in future roles, assess skillsets/contribution of the current team; increase data fluency of the team overall.
   2. Deliberately connect business priorities to opportunities to achieve stronger leadership talent outcomes.
   3. Centralize a leadership talent demand plan for our highest impact roles to support the business in proactively planning for top leadership roles well in advance of needs.

Core Leadership Development Responsibilities:

• Define the strategy and key programs, products and services offered as part of the Leadership Development function, reflecting an integrated and strategic approach that is aligned to organizational priorities. Infuse strategic thinking rooted in proven methodology and best practices in how we bring to life the leadership definition, growth behaviors and critical skills to help our leaders be successful across the networked organization. Develop and maintain a differentiated strategy: take an active role in planning, developing and implementing the strategic direction of the Leadership Development function.
  • Management Development: For new leaders, provide strategic direction to core management offerings that offer the foundational tools needed to grow our newest managers. Lead relationships with content providers, provide direction to continent learning teams as they deliver core management programs, and continue to iterate and evolve offerings to ensure they meet the organization’s strategic priorities.
  • Leadership Development: For leaders at the executive committee to GM, and above property director to VP level, lead the team in the development and evolution of program offerings ranging from learning labs to digital learning and nomination based accelerator programs. Partner with continents to localize programs as appropriate while also seeking to integrate offerings.
  • Executive Development and Transitions: In support of building the leadership bench of our most senior and influential leadership group, partner with senior executives and the senior HR leadership team to provide strategic thinking and solutions including conducting leadership assessments and providing insights to the organization regarding senior talent, coaching senior leaders on leadership transitions, leadership integration and leadership development.
• Lead internal teams and external partners in the design, development, and delivery of strategic, innovative, and practical leadership-based interventions and solutions that address the dynamic and rapidly changing environment in which we operate.
• Team Leadership for Leadership Development: Lead teams as they business client engagement and management; portfolio/program management; project management. Day to day responsibilities of these team members include: business needs assessments, talent strategy development, project leadership: work intake, SOW, design documentation, program and project scoping, oversight for design/development, deployment and evaluation

Strategic Planning and Relationship Management:

• Establishes trust, credibility and influences a wide range of leaders and cross-functional work teams within a matrix organization to support strategic planning efforts
• Builds and sustains key internal relationships through a comprehension of business priorities and an acute understanding of organizational dynamics
• Assesses business needs, creatively approaches solutions, influences appropriate courses of action, and manages client expectations.
• Continually reviews stakeholder feedback to identify and communicate current and future needs of internal and external customers as it relates to the initiative planning and prioritization process.
• Partners with stakeholders to define strategies, project plans and create business cases for investment in leadership development solutions.

Cross Organizational Partnership:

• Global Talent Development Teams:
  • Partner with within Global Talent Development leaders to ensure the best use of strategies, solutions and resources that will result in impactful, efficient and innovative learning design, development and deployment
  • Champion measurement and a data driven approach to ensure maximum impact of talent development solutions globally; identify trends and work with the Talent Development organization, disciplines, and continents to provide support to address concerns
  • Proactively influence and advocate for best-in-class technology, user experience and creative – ensure the priorities and needs of learners are addressed by informing global Talent Development priorities and initiatives
• Continent: Work with the Continent HR teams to identify unique Continent input/needs, “pull-through” key leadership development programs and, assist with design of relevant local modifications that continue to align with the leadership development strategy.

Team Leadership:

• Optimize and elevate the performance of and engagement within the Leadership Development Function. Cultivate a team culture rooted in performance with a focus on strengthening business acumen, cross-team/organization collaboration and insights driven work.
• Ensure team is positioned to understand the needs of our continent and discipline stakeholders to enable synergies across continents and disciplines.
• Day to day responsibility for work planning, team development and people management.

Additional Responsibilities:

• Management of the internal HQ learning delivery team that supports delivery of core Leadership Labs.
• Thought leadership, programming and management of the associate Growth Center at the new Marriott HQ Campus - overseeing key events and programs at the intersection of innovation and leadership and revitalizing existing program architecture.

CANDIDATE PROFILE

Education and Experience Required:

• Bachelor’s degree from an accredited university in Organizational Behavior/Development, Business Administration, or related major to the industry. Graduate degree, MS/MBA (or equivalent) in Business Management, Adult Education, Organizational Behavior/Development, or similar.
• Ten or more years of experience in the areas of human capital consulting, organizational development, leadership or executive development and/or hospitality, demonstrating progressive career growth and a pattern of exceptional performance.
• Experience leading Leadership Development at a Premium Consumer Brand, including delivery of senior executive leadership development programs.
• Prior experience leading or partnering in the development and implementation of multi-year plans.
• Experience leading organizational change initiatives.

Knowledge and Skills

• Communicates concepts in a clear and persuasive manner that are easy to understand.
• Strong project management and prioritization skills.
• Thrive in a fast-paced, project-driven organization.
• Exhibits excellent interpersonal skills, leadership and executive presence.
• Comfortable with ambiguity and change with excellent analytical skills where problems are complex.
• Strategic and innovative thinker and agile learner; able to readily apply past learning in new situations to generate solutions to challenges and/or create something entirely new.
• Discuss and apply current performance and learning theories, methodologies, and best practices and experience to the design and delivery of strategic performance interventions.
• Strong knowledge of adult learning principles.
• Strong decision-making skills – able to recognize and research a problem, and to identify its component parts, causes and cost impact.
• Ability to integrate and balance priorities, work activities and resources for the benefit of multiple key stakeholders.
• Broad knowledge of learning interventions and experience in the design of blended learning solutions to include eLearning, virtual instructor led training, and social collaboration.
• Results oriented; delivers results under difficult conditions and demonstrates balanced judgment under pressure.
• Highly organized and able to handle multiple priorities at any given point in time.
• Experienced developing business cases, return on investment models and writing proposals.
• Knowledge of issues related to the cognitive, social, cultural, technological and economic contexts for design.

Marriott International is an equal opportunity employer. We believe in hiring a diverse workforce and sustaining an inclusive, people-first culture. We are committed to non-discrimination on any protected basis, such as disability and veteran status, or any other basis covered under applicable law.