HR, Ned Executive Learning and Capability Building Lead

Job Family

Human Resources

Career Stream

Learning & Development

Leadership Pipeline

Manage Managers

Job Purpose

Job Responsibilities

Functional Capability Diagnosis  

• Develops a clear understanding of functional strategy, operating model, workforce profile, standards and performance priorities. 


• Identifies current and future capability requirements through engagement with executives, subject-matter experts, HR Business Partners, workforce planning teams and employees. 


• Uses workforce analytics, skills data, performance information, risk findings, audit outcomes, succession data and business insight to identify material capability gaps. 


• Distinguishes learning needs from issues requiring organisation change, process redesign, clearer expectations or other management interventions. 


• Provides leaders with an evidence-based view of capability strengths, risks and investment priorities. 

Academy Strategy and Architecture  

• Develops and maintains the academy strategy for the relevant function or portfolio. 


• Translates capability frameworks into curricula, learning pathways, professional journeys and role-based proficiency expectations. 


• Ensures academy architecture addresses technical, professional, commercial, risk, digital, leadership and behavioural capability. 


• Creates differentiated pathways for new entrants, experienced professionals, specialists, managers, senior leaders and successors. 


• Aligns academy design to career pathways, internal mobility, accreditation, critical talent pipelines and enterprise learning standards.

Strategic Learning Solution Design  

• Determines the most appropriate development response for each prioritised capability requirement, rather than defaulting to formal training. 


• Designs blended, applied learning solutions such as workplace assignments, simulations, coaching, mentoring, peer learning, digital learning, expert sessions and structured career experiences. 


• Embeds learning close to the flow of work so employees can apply knowledge and skills to real business challenges. 


• Partners with subject-matter experts to convert technical and professional expertise into scalable, quality learning assets. 


• Ensures learning journeys are inclusive, accessible and relevant to different experience and capability levels.

Executive and Stakeholder Partnership  

• Acts as a senior capability advisor to functional executives, leadership teams and Strategic HR Business Partners. 


• Facilitates strategic discussions on future skills, capability health, professional development, succession readiness and workforce transformation. 


• Challenges learning requests that lack a clear business, performance or capability need. 


• Secures executive sponsorship, subject-matter expert input and leadership accountability for academy success. 


• Builds relationships with professional bodies, universities, industry partners and specialist providers where external capability or accreditation is required.

Job Responsibilities Continue

Future Skills and Workforce Transformation  

• Assesses how artificial intelligence, automation, digitalisation, regulation and changing service models affect roles and capability requirements. 


• Partners with workforce planning and functional leadership to define reskilling and upskilling pathways for workforce transition. 


• Identifies capabilities to build internally, access through partnerships, acquire through recruitment or enable through alternative workforce models. 


• Ensures academies prepare employees for future role requirements while supporting digital, data and artificial intelligence fluency within appropriate risk, control and ethical standards. 

Leadership and Talent Pipeline Development  

• Works with functional leaders and talent teams to strengthen succession pipelines for critical professional and leadership roles. 


• Translates talent review outcomes into targeted development journeys for successors, high-potential employees and scarce-skill populations. 


• Develops transition pathways for employees moving into specialist, leadership or cross-functional roles. 


• Supports progression of diverse and underrepresented talent into critical roles and monitors whether development improves succession readiness, mobility and talent availability. 

Academy Portfolio Governance  

• Maintains a prioritised academy roadmap, investment plan and delivery portfolio for supported functions. 


• Keeps academy activity aligned to strategic priorities and prevents fragmentation from uncoordinated business requests. 


• Defines requirements for learning operations, technology, content production, facilitation and external expertise, while holding delivery partners accountable for quality and outcomes. 


• Keeps academy content current, credible and aligned with strategy, professional practice, technology and regulation. 


• Identifies opportunities to reuse, standardise or scale learning assets across functions where this creates enterprise value without weakening functional relevance. 

Impact and Capability Measurement  

• Establishes baseline capability measures, expected outcomes and evaluation methods for academy interventions. 


• Evaluates proficiency, workplace application and business impact using measures such as speed to proficiency, accreditation, succession readiness, mobility, productivity, quality, risk reduction and stakeholder confidence. 


• Uses impact data to refine priorities, redesign interventions and advise leaders on areas requiring further attention. 


• Provides concise, decision-relevant capability reporting to functional executives and academy governance forums.

Capability Community and Knowledge Stewardship  

• Creates communities of practice that help professional employees share insight, solve problems and strengthen capability collectively. 


• Encourages senior specialists and leaders to act as teachers, mentors, coaches and stewards of functional capability. 


• Captures and transfers critical institutional knowledge where there are succession risks, scarce skills or dependence on a small number of experts. 


• Strengthens the link between learning, knowledge management, professional practice and business performance. 

Preferred Qualification

Minimum Experience Level

Technical / Professional Knowledge

Behavioural Competencies