Talent Acquisition, Global Process Owner

About the Role

The Global TA Process Owner is the enterprise-wide authority on how talent acquisition gets done. Operating as a standalone process governor, this role owns the complete TA process lifecycle — from policy and standards design through to compliance, continuous improvement, and measurable adoption. It is both strategic and operational: setting the process direction the organisation builds against, while rolling up the sleeves to diagnose inefficiency, rewrite workflows, and enforce adherence to global standards.

What You’ll Do

Global Process Ownership & Design

• Own the global TA process end-to-end, maintaining an authoritative process map covering requisition creation, sourcing, screening, selection, offer, and onboarding handoff.
• Define and maintain the global Target Operating Model (TOM) for TA, including decision rights, RACI matrices, controls, and compliance checkpoints.
• Translate business and regulatory requirements — including EU Pay Transparency, data privacy obligations, and local labor laws — into process design decisions.
• Establish and maintain a global process documentation library: SOPs, process flows, SIPOC diagrams, and work instructions — accessible and kept current across all regions.

Continuous Improvement Governance

• Lead the global TA continuous improvement framework, institutionalizing a Kaizen operating model (Or similar): structured improvement cycles, visual management, and rapid-improvement events.
• Apply Lean Six Sigma methodology (Green Belt minimum; Black Belt preferred) to diagnose root causes of process failure, waste, and variability — driving DMAIC or PDCA cycles to resolution.
• Maintain a live CI backlog, prioritized by impact and effort, governed through a cross-regional process improvement board.
• Lead process re-engineering work streams supporting TA operating model, process improvement and technology change initiatives (EG CBRE People AI Transformation

Compliance, Governance & Process Adherence

• Embed compliance requirements (GDPR, EU Pay Transparency Directive, EEO, local data retention rules) into process design at source, rather than as bolt-on controls.
• Partner with Legal, HR Compliance, and regional TA leaders to conduct periodic process audits and readiness assessments and ensure recommendations are implemented

Adoption, Change & Stakeholder Engagement

• Own global adoption of new and redesigned processes — developing training, communications, and enablement materials that land effectively across regions and seniority levels.
• Build and maintain a network of regional process champions (TA Ops leads, Coordinators, COE leads) who act as local ambassadors for global standards.
• Engage senior HR and business stakeholders to secure buy-in for process change, translating process impact into business language.
• Monitor adoption through lagging and leading indicators; design and execute intervention plans where adherence falls short of target.