Talent Development Manager

ABOUT THE JOB:

Designs, governs and continuously improves the frameworks, standards and tools through which the Centre identifies, assesses and grows its leaders —talent review, succession planning, talent selection and deselection, development planning and leadership programme design. ​

Operates on a design–enable–govern model: sets the standard, builds the method, equips leaders and the P&C team to apply it, and holds the organisation to account for the quality of its talent decisions. Ownership of talent outcomes sits with the SLT and Heads of Department; this role makes those decisions rigorous, consistent and evidence-based. ​

Gives the General Director and SLT a credible, calibrated view of the leadership bench and a deliberate plan to strengthen it.

YOUR JOB RESPONSIBILITIES:

1. Talent review and calibration​

Design and run the annual and mid-year talent review cycle, aligned to NAB Group's performance and talent calendar; build theperformance–potential framework, evidence standards and calibration rules; facilitate calibration with the SLT and Heads ofDepartment.​

Maintain the NICV talent map — critical roles, high-potentials, readiness, flight risk & retention— with a documented evidence trail;produce talent review outputs for the GD, Head of P&C and NAB Group.​

2. Succession planning​

Define the critical-role list with the SLT and maintain succession plans for every critical role with named successors at definedreadiness horizons.​

Identify roles with no credible internal successor and translate into build-or-buy recommendations feeding Talent Acquisition'sexecutive hiring plan and FY workforce planning; report succession-plan health quarterly.​

3. Talent selection and deselection​

Own selection criteria and assessment approach for entry into and exit from talent pools and leadership programmes — evidence-based, consistent across HCMC and Hanoi, defensible under challenge.​

Manage leadership assessments with NAB Group Talent and approved vendors; monitor performance to ensure fair, documenteddeselection aligned with NAB policy ​

4. Development planning​

Set the IDP standard for the organization; follow through with IDP of key talents in collaboration with HRBPs​

Design development experiences - stretch assignments, cross-functional moves, Group secondments, mentoring and sponsorshipand establish & manage a mentoring and sponsorship framework connecting NICV talent with NAB Group leaders.​

5. Leadership programme design​

Design the NICV leadership development architecture (emerging leader, first-line leader, leader-of-leaders, executive) in alignmentwith NAB Group, with entry criteria, learning outcomes and impact measures.​

Specify content, sequencing, faculty and vendor requirements and hand over to the Learning team for delivery; retain accountabilityfor design integrity and impact measured on readiness movement, promotion and retention of participants ​

6. Talent analytics and governance​

Own the talent data set (Workday and supporting tools) and talent dashboard for the SLT; manage the talent and succession sectionto the annual workforce plan ​

Ensure talent processes meet NAB governance and record-keeping standards; audit- and Group-review-ready.