Chief People Officer

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However, you can change your cookie settings at any time.# Career Opportunities Chief People Officer page is loaded## Chief People Officer Apply locations:
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** Overview:
** The Chief People Officer is an enterprise strategic leader who is responsible for architecting this new people system to integrate with and drive HKS’s evolution. This role leads the global Talent function, including human resources, talent acquisition, learning & development, total rewards, people analytics, HR systems, and compliance.
The CPO has a seat at the executive table and serves as a trusted advisor to the CEO, President & CFO, Board, and senior leadership team on culture, leadership, accountability, performance, and firmwide change. The role protects the craft and culture that make HKS distinctive while raising the bar on execution, talent density, and business impact.
** Responsibilities:
** Strategic Leadership
* Sets enterprise people strategy with the CEO, President & CFO, Board and executive leadership team, translating business strategy into the leadership, organization, talent and culture capabilities required to deliver it
* Architects the people side of the evolving operating model, including role clarity, spans and layers, leadership titles, decision rights and accountabilities across sectors, practices, geographies and operations functions
* Leads workforce transformation as AI, automation, data and digital delivery reshape work, building new capabilities while preserving the design craft, professional judgment and client focus that defines the firm
* Owns the firmwide talent architecture, including skills taxonomy, career pathways, succession planning, workforce planning, leadership pipeline health and talent mobility
* Develops a live workforce-planning system that illustrates current capabilities, gaps, talent movement needs and which roles must be built, bought, borrowed or automated
* Redesigns talent development for an outcome-based and technology-enabled future, including how emerging professionals learn the craft as production work becomes more automated
* Owns executive succession and bench planning, including for future product, data, commercial, technology and design leadership capabilities
* Builds leadership capability through executive development, coaching, high-potential programs and practical tools that help leaders manage teams through change
* Leads a global, interdisciplinary Talent function across human resources, talent acquisition, learning & development, total rewards, HRIS, compliance, employee relations and people analytics
* Establishes people metrics and business insights, including talent density, regretted attrition of key talent, skills coverage, leadership pipeline health, engagement, succession coverage and organizational effectivenessCultural
* Carries the culture through transformation and difficult decisions without breaking what makes people want to work at HKS
* Protects the design soul of the firm while raising expectations for leadership, performance, collaboration and accountability
* Models and holds others accountable to HKS values, including quality, learning, design excellence, trust, inclusion and responsible practice
* Advances an inclusive culture and diversity in partnership with executive leadership
* Oversees and actively invests in the professional development of staff through mentoring, performance management and career planning
* Leads, mentors and develops the Talent team while building a healthy, high-trust environment and resolving conflict effectively
* Earns credibility with a craft-driven, creative, licensed workforce through clear communication, practical judgment and genuine interest in design and the built environmentFinancial
* Owns compensation architecture and alignment to the operating model, including role levels, leadership accountabilities, performance differentiation, incentives and any future equity or ownership components
* Partners with the leadership to connect rewards to business performance, leadership accountability, talent retention and long-term firm value
* Directs the Talent investments toward measurable outcomes, tying workforce decisions to leverage, utilization, leadership capacity, project delivery and financial performance
* Reduces leadership drag through disciplined delayering, clearer decision rights and better alignment between roles, rewards and responsibilities
* Ensures reward follows contribution and addresses underperformance with…