Director Guide Training and Readiness

A bit about this role:
Within Member Experience Operations, the Guide Training function prepares Guides to serve our members and keeps them growing throughout their careers t spans new hire onboarding, upskilling into more complex work, role-based training for specialized teams, readiness for each new plan year, and the development that helps Guides move into their next role. As the Director, you will own this function end to end: its strategy, its operating plan, its budget, its team, and its results.

You will build it into three capabilities with clear owners, Learning Design, Training Delivery, and Measurement and Readiness, and lead it through managers. You will be accountable not only for what a Guide can do the day they leave training, but for whether they reach proficiency in their first 90 days. The population we train grows with the company and concentrates heavily from September through December, and new products and market segments will require capability we do not have yet.

This role builds Guide Training into a function that can meet that, and that can prove its effect on member experience with evidence.

• Function strategy and operating plan:
  Own a published operating plan for Guide Training with dated commitments and a defensible point of view on how Guides learn this work: ramp design, modality mix, delivery standards, mentorship, the role of AI-assisted practice, and what the function deliberately does not do. Evolve it as the Guide organization grows and diversifies.
• Readiness and the first 90 days:
  Own what a Guide can do when they leave training and through day 90. Set the readiness standard that every population clears before taking member interactions, covering provisioning, systems access, competency verification, defined success measures, and a rollback plan. Hold go/no-go authority on readiness for any population, internal or vendor. Diagnose whether early performance gaps are training gaps, intervene with targeted remediation and practice, and partner with Guide Supervisors on a structured handoff at graduation, equipping Guide leaders to reinforce training on the floor.
  
  Set the training and readiness standard that vendor populations must meet.
• Measurement and continuous improvement:
  Commit to outcome targets and answer for them: quality and accuracy at 30, 60, and 90 days, speed to proficiency, workflow adherence, escalation rates, learner experience, and early attrition by cohort. Partner with Quality and Workforce Management to build a single measurement approach, review cohort results on a regular cadence, and turn what they show into design changes. Apply the same discipline to the function itself, with a retrospective review of every cohort.
• Prioritization and intake:
  Run intake across the Guide organization and cross-functional partners. Translate broad needs into scoped work with owners, effort estimates, dates, and success measures. Sequence against business risk, communicate what is not being done and why, and decline or defer explicitly.
• Learning design and content architecture:
  Own curriculum development across technical and soft skills, competency architecture, proficiency definitions, assessment validity, and the design standard that all content is built to, including content produced outside the function. Ensure content is reusable across populations and plan years rather than rebuilt annually, and designed for the full Guide population, with practice simulations built in Orinoco and learnings built in Rise and delivered through Workday Learning.
• Delivery through peak:
  Ensure every cohort starts on schedule with a certified facilitator, including through the September to December peak and for vendor and seasonal…