Senior Director, Global Assessment & Performance Enablement Strategy

Location(s):

United States of America

City/Cities:

Atlanta

Travel Required:

00% - 25%

Relocation Provided:

Yes

Job Posting End Date:

March 28, 2025

Shift:

Job Description Summary:

The Senior Director, Global Assessment & Performance Enablement Strategy will be responsible for developing, supporting, and maintaining our talent assessment strategy and frameworks while driving consistency across the globe. This position reports to the Senior Vice President of Global Talent, Development and HR System Partnerships. The immediate priorities include expanding our talent assessment capabilities and building close alignment between assessment, talent acquisition, learning and development, enterprise capabilities and succession planning.  This role also focuses on proactively generating insights based on analysis and business input, complete with recommended improvements or requirements for processes and procedures.  In addition, this role is responsible for leading our Performance Enablement practice. Success in this role requires tight collaboration with the global HR business partner community, business leadership, and CoE colleagues across disciplines.

Key Responsibilities:

Be the strategy owner for our scaled assessment tools globally

• Deliver talent assessment processes that are aligned with Coca-Cola’s global talent priorities, including selection, leadership development, succession planning, performance management, and the identification of functional capabilities & skills. 

• Research, identify and incorporate external leading best practices, innovation, and trends into the design of assessment solutions.

• Using a continuous improvement mindset to evaluate and improve organizational and talent assessment processes on an ongoing basis

• Represent TCCC as an SME for these tools, serve as the decision owner for any new tools introduced,  and continually monitor the efficacy of the existing tools.

• Help leaders with the right interpretation, as well as ensure continuous measurement to ensure our tools are valid, defensible and safe.

Be the strategy owner for our Performance Enablement (PE) practice (often known as “performance management” in other organizations)

• Devise strategy and continuous improvement approach for PE.

• Be the decision owner on any deviations or changes to approach, any new implementation of technology, any redesign of questions or changes to the measurement approach.

• Conduct research on best-in-class Performance management/ enablement approaches in the industry, and always keep TCCC ahead of benchmarks.

• In partnership with Employee experience hub and the data and insights team, conduct annual reporting of data in PE and report out insights to leadership.

• Partner with employee relations and legal on any risk management that may emerge from PE, including guidance on handling disputes related to the practice.

• Work with our Employee experience hub (EEH) and HR partners to develop and deploy calibration tools and any communication material related to PE on an annual basis.

Partner with the Enterprise Capabilities and the Talent & Development community to execute against our skills and functional capabilities assessment agenda

• Be the owner of the assessment strategy and help design capability assessment activities such as in-person assessment centers or virtual work simulations. Within the assessment center itself, be the SME for our assessment tools (Hogan, Ravens, etc.)  and help guide the calibration discussions to incorporate data from these tools.

• Partner with the enterprise capabilities team on development of all the tools needed for measurement of skills. In 2025 and 2026, this means the development of a virtual work simulation for Franchise Leaders, the introduction of capability-focused questions into the interview process, and the validation of any other assessment tools implemented in the enterprise capabilities space.

• Partner with the skills strategy team on the development of any approach related to assessment of skills. This work will have key focus in 2025 and 2026 as we are landing approach as well as determining road map for appropriate use cases. Will partner with the EEH team and others as we consider the right external vendor to provide us with technology-based assessment solutions.

Ensure strong governance and defensibility of all our assessment tools and practices

• Utilize internal data and external talent trends to identify root cause of talent challenges.

• Ensure all asses