Talent Manager

Your Day-to-Day

Talent strategy and architecture

• Translate CARSOME’s business and talent priorities into practical talent management strategies, frameworks and interventions.
• Design and maintain an integrated talent architecture connecting talent identification, assessment, succession, development, mobility and deployment.
• Establish clear definitions, methodologies and governance across core talent practices, ensuring they remain practical and appropriate to organisational maturity.
• Identify emerging organisational capability and talent risks and translate these into actionable priorities.
• Partner across P&C to develop and evolve CARSOME’s Employee Value Proposition (EVP), strengthening the organisation’s ability to attract, engage and retain talent.

Succession and critical talent

• Design and operate CARSOME’s succession and critical talent approach for leadership and critical roles.
• Facilitate talent and succession reviews, establishing clear criteria and evidence standards for successor identification and readiness.
• Build visibility of succession coverage, bench strength, critical talent and key-person dependencies.
• Translate identified succession and talent risks into meaningful development, deployment, retention and risk- mitigation actions.

Talent assessment and readiness

• Develop success profiles that define the capabilities, experiences and behaviours required for critical and leadership roles.
• Design proportionate and evidence-based approaches to assessing talent, potential and readiness against future role requirements.
• Partner with leaders and specialist providers to validate talent decisions where appropriate.
• Translate assessment outcomes into clear capability gaps, readiness decisions and development priorities.

Development and leadership pipeline

• Translate organisational, leadership and individual capability gaps into targeted development priorities.
• Partner with Learning & Development and business leaders to design appropriate development experiences, including stretch assignments, exposure, coaching, mentoring and formal learning.
• Ensure development interventions are connected to demonstrated capability gaps and future organisational needs.
• Monitor development progress and its impact on individual readiness and organisational bench strength.

Internal mobility and talent deployment

• Develop mechanisms that improve visibility of internal talent and career opportunities across CARSOME.
• Connect succession, development and talent discussions with actual workforce opportunities and deployment decisions.
• Partner with Talent Acquisition to enable appropriate consideration of internal talent alongside external talent.
• Identify and address organisational or behavioural barriers to internal mobility and evaluate its impact on organisational capability.

Talent intelligence and analytics

• Develop an integrated view of organisational talent health across succession, readiness, critical talent, capability, development and internal movement.
• Establish meaningful talent measures and ensure the underlying data and definitions are sufficiently credible for decision-making.
• Analyse talent data to identify emerging risks, trends and opportunities and translate these into actionable insights for leaders.
• Connect internal talent intelligence with external talent-market and workforce-supply intelligence in partnership with Talent Acquisition.

Talent governance and operational excellence

• Establish and maintain appropriate governance, processes, decision rights and annual rhythms across talent management.
• Build practical tools and guidance that enable leaders and P&C teams to participate effectively in talent processes.
• Ensure appropriate confidentiality, integrity and governance of sensitive talent information.
• Track agreed talent actions, evaluate effectiveness and continuously simplify and improve talent practices.

Business partnership and leadership enablement

• Act as a trusted talent advisor to senior business leaders, independently facilitating conversations on talent, succession, capability and organisational talent risks, and translating these into practical business actions.
• Facilitate evidence-based talent conversations and constructively challenge assumptions where required.
• Strengthen leaders’ ability to differentiate performance, potential and readiness and make better talent decisions.
• Enable and influence leaders to take accountability for developing, retaining, deploying and stewarding talent.

Your Know-How

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

• At least 7 years of relevant experience across Talent Management, Organisational Development, Leadership

  Development, HR Business Partnering or related disciplines, with hands-on experience designing and implementing talent practices.

• Demonstrated experience across succession, talent assessment, development, internal mobility and/or leadership pipeline, with the ability to translate frameworks into practical organisational solutions.

• Experience working across a complex organisation with diverse workforce segments, including both frontline and corporate populations, with the ability to adapt talent approaches to different workforce needs and realities.

• Experience connecting workforce planning, Talent Acquisition and Talent Management to support an integrated view of talent needs and supply.

• Strong business partnering and stakeholder management experience, with the confidence to facilitate talent

  conversations, influence senior leaders and constructively challenge thinking.

• Strong analytical capability, with experience using people and talent data to diagnose problems, generate insights and inform decisions.

• Strong programme and project management capability, with the ability to independently take initiatives from concept through implementation and follow-through.

• Experience applying generative AI and emerging technology to improve talent practices, analysis and decision-making.