Director, HR Transformation and Enablement

Company Description

R26_0011392

NIQ is advancing a multi-year HR transformation to build a simpler, stronger, more scalable and AI-enabled HR function. The Director, HR Transformation and Enablement helps HR leaders manage today’s priorities while building the capabilities, structures, digital ways of working, and ways of working needed for the future. 

Partnering closely with the CHRO and HR Leadership Team, this role strengthens how HR is organized, staffed, developed, and enabled. It supports decisions on organization effectiveness, workforce planning, role clarity, talent, capability building, and execution of HR’s transformation agenda. 

This role sits at the intersection of HR business partnering and transformation: helping HR leaders make practical organization and talent decisions today while enabling the function to adopt new capabilities, product-oriented ways of working, AI-enabled practices, and scalable delivery models for the future. 

The successful candidate brings strong HR business partnering experience, transformation leadership, analytical judgment, AI fluency, and a product mindset. This is a hands-on builder role for an HR leader who understands both strategic HR priorities and the practical realities of delivering HR work in a complex, fast-changing environment. 

Impact 

In this role, you will enable HR leaders to build stronger teams, make better talent and organization decisions, and improve how HR work gets done. 

You will help accelerate HR transformation and adoption by creating visibility into priorities, surfacing tradeoffs, removing blockers, and helping teams put new ways of working into practice. 

You will strengthen HR’s future readiness by building a common language for great HR capability, while helping HR develop a stronger product mindset, greater AI readiness, and more data-informed decision-making. 

Job Description

Drive HR transformation execution 

• Create the cadence, visibility, and follow-through needed to move HR transformation work from discussion to decision to action.  
• Maintain an integrated view of HR priorities and initiatives, and help sequence and manage the work so the function can move with focus, balance, and follow-through.  
• Help translate HR’s future-state ambition into sequenced work, capability shifts, workflow changes, and adoption plans that prepare the function to operate in more scalable, digital, and AI-enabled ways.  
• Translate priorities into practical plans with clear milestones, risks, dependencies, adoption needs, and measurable outcomes.  
• Facilitate tradeoff discussions when priorities compete, capacity is constrained, timing decisions are required, or work needs to evolve.  
• Partner with HR leaders to connect transformation work across COEs, Market HR, Employee Experience, HR Operations, and HRBPs so priorities, dependencies, and adoption needs are aligned across the function.  
• Identify friction, duplication, or delay in cross-HR ways of working, surface what is getting in the way, remove barriers, and act quickly to keep transformation moving.  

Build future-ready HR capabilities and ways of working 

• Build a future-ready HR operating model by clarifying expectations, routines, workflows, service handoffs, and ways of working, and by redesigning workflows to reduce duplication, simplify delivery, and improve consistency across the function.  
• Embed the HR capability profile into development, progression, talent discussions, and hiring expectations so HR teams build the skills needed for the next phase of transformation.  
• Cultivate a product mindset by helping HR teams design for users and the enterprise, make deliberate tradeoffs, iterate based on feedback, and measure success through outcomes, not activity.  
• Support AI readiness and digital ways of working by clarifying how tools, skills, roles, handoffs, workflows, and service expectations evolve as technology becomes embedded in HR delivery.  
• Build practical tools, shared resources, knowledge assets, adoption routines, and feedback loops that help HR teams work more consistently and adapt as needs, tools, and expectations evolve.  

Strengthen HR organization effectiveness and talent 

• Align structures, roles, talent, and ways of working to HR’s priorities and future operating model.  
• Support decisions on workforce planning, role clarity, team and leadership effectiveness, and the capabilities HR needs to build over time.  
• Use HR data to identify talent, performance, engagement, and workforce risks or opportunities, and to inform people and team decisions.  
• Support HR talent reviews, succession, development planning, performance differentiation, retention, and movem