Senior Vice President, Talent Management
Senior executive
Career Explorer · People / Human Resources · Talent Management Management
Standard where organizational scale supports the level
What the role involves
- Autonomy
- Multiple global functions / large business
- Scope
- Multiple global functions / large business
- Time horizon
- 3-5+ years
- Expertise and judgement
- Shapes corporate portfolio, enterprise tradeoffs and executive talent
- Expected impact
- Enterprise-wide growth, resilience and strategic execution
Expected skills (22)
Grouped as human, professional and technical. Target proficiency uses the P1–P5 scale, and each row says what that level means for that particular skill.
Human (11)
| Skill | Importance | Target | What that level looks like |
|---|---|---|---|
| Coaching Collaboration & Leadership | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Decision making Thinking & Judgment | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Delegation Collaboration & Leadership | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Executive communication Communication & Influence | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Feedback delivery Collaboration & Leadership | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Risk judgment Thinking & Judgment | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Stakeholder management Communication & Influence | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Strategic thinking Thinking & Judgment | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Talent development Collaboration & Leadership | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Conflict resolution Communication & Influence | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Inclusive leadership Collaboration & Leadership | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
Professional (11)
| Skill | Importance | Target | What that level looks like |
|---|---|---|---|
| Business acumen Business & Strategy | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Financial acumen Business & Strategy | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Performance management Business & Strategy | Core | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Compensation design People & Organization | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Employee relations People & Organization | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| HR business partnering People & Organization | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Organization design People & Organization | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Resource management Program, Risk & Sustainability | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Talent acquisition People & Organization | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Talent management People & Organization | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
| Workforce planning People & Organization | Supporting | P5 | Defines enterprise or industry practice, develops other experts and shapes strategy through the skill. |
Career ladder
Reached from
Next steps
This is the last level on this ladder. Specialization continues; the level does not.
What changes to advance
Move into the top executive cohort; co-own enterprise strategy and the operating model across a company-wide pillar.
Source: SFIA; PMI; Microsoft Careers · MF183-M7