[Hiring] Director, Integrated Talent Management @PCI Pharma Services

Role Description

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. The Director designs the frameworks and works across HR Business Partners, Talent Development, and site-facing resources to bring them to life. Talent Development owns learning programs and delivery; this role defines the capability needs that inform them.

PCI is growing, and our ambitions depend on having ready talent in the right roles. Today, our talent processes vary across sites and functions. We need one consistent, data-informed approach that helps leaders make stronger talent decisions and helps employees see how they can grow and move within PCI.

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 for the broad employee population, 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.
• Define what good looks like
  • Build, maintain, and evolve the enterprise skills and competency framework in partnership with HR Business Partners and functional leaders.
  • Ensure the framework reflects PCI’s strategic capabilities and is embedded across performance, talent reviews, and career development.
• Help people grow and move
  • 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 on implementation.
• Turn insight into action
  • 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.
• Make it stick
  • 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.
  • Work through HR Business Partners, Talent Development, and site-facing resources to activate processes consistently across PCI.
  • 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.

Qualifications

• 15+ years in Talent Management, Organizational Development, or Human Resources, including global or multi-site environments.
• Hands-on experience designing and running performance management, talent reviews, career development, internal mobility, and competency or skills frameworks.
• Demonstrated ability to translate business strategy and capability needs into practical talent processes, tools, and insights.

Requirements

• Comfort working as a senior individual contributor who shapes the approach, builds the materials, and drives implementation through partners.
• Strong process design, project management, change management, facilitation, and stakeholder-influence skills.
• Ability to use talent data and metrics to identify needs, improve processes, and support leadership decisions.
• Working knowledge of HCM and talent platforms and the ability to define effective business requirements.
• AI literacy and sound judgment in applying AI-enabled tools or analytics to talent processes.

Education

• Bachelor’s degree in Human Resources, Organizational Development, Business, or a related field, or equivalent experience.

Preferred

• Experience in a regulated, PE-backed, manufacturing, or life sciences environment.
• Experience working through HR Business Partners, Talent Development teams, and site-facing resources in a matrixed organization.
• Exposure to organizational design, role architecture, or leveling.
• Prosci or equivalent change management certification.
• Strong executive communication and presentation skills.