Director, Integrated Talent Management

About the Role

The Director, Integrated Talent Management is a newly created, hands-on role that turns PCI's business and talent strategy into practical talent systems. This leader designs, governs, and continuously improves PCI's core talent management frameworks and processes, including competencies, performance, talent reviews, career development, and internal mobility. This is a builder role for a senior individual contributor.

What the Job Is

• Build the talent management foundation: own and continuously improve PCI's enterprise talent management philosophy, standards, governance, and annual operating rhythm.
• Design, govern, and continuously improve core talent processes including performance management, potential assessment, talent reviews, calibration, and development planning.
• Create practical tools, playbooks, and manager resources that make talent processes clear, usable, and consistent across sites and functions.
• Build, maintain, and evolve the enterprise skills and competency framework in partnership with HR Business Partners and functional leaders.
• Own the enterprise career development framework, including career pathways, development-planning standards, and connections to the competency framework.
• Define the talent-management framework and standards that support internal mobility, partnering with Talent Acquisition, HR Business Partners, HR Operations (GPE), and business leaders.
• Define talent metrics and provide insight to HR and executive leadership on adoption, talent movement, capability gaps, and process effectiveness.
• Translate business priorities, talent insights, and capability gaps into clear development priorities and solution requirements for Talent Development.
• Serve as the business process owner for talent management technology, defining requirements and priorities in partnership with HR Technology.
• Evaluate external practices and emerging capabilities, including responsible uses of AI, that improve talent decisions, process efficiency, or the employee and manager experience.
• Build adoption and change requirements into the design of talent processes, partnering with Communications, Talent Development, HR Business Partners, and site-facing resources on activation.
• Contribute talent and capability insights to selected organizational design, role architecture, or leveling initiatives when needed.

What Success Looks Like in Year One

• A clear enterprise talent management operating model, governance structure, and annual calendar are in place.
• The performance and talent review cycle runs on schedule with practical tools, clear accountabilities, consistent calibration, and defined developmental actions.
• The competency framework is translated into usable expectations and embedded in priority talent processes.
• Priority career-development and internal-mobility frameworks are defined and piloted, with clear ownership and a phased implementation roadmap.
• Leaders use a simple talent dashboard showing adoption, talent movement, capability needs, and areas requiring action.
• Talent Development receives clear, evidence-based capability priorities that inform its program and development agenda.

Capabilities Needed for Success

• Strategic and business judgment: connects talent processes to business priorities and future capability needs.
• Builder and doer: shapes the approach, builds the materials, and drives execution with pace.
• Influence without authority: delivers results through partners across functions, sites, and regions.
• Data and digital fluency: uses metrics, technology, and AI-enabled tools to improve processes and insight.
• Change agility: brings managers and employees along so processes are used, not just launched.