KEY ACCOUNTABILITIES
The Senior Manager / Assistant Director – Talent Development & Acquisition is responsible for building a high-performing, future-ready talent pipeline for Eastspring Investments Singapore and supporting broader firmwide priorities, in partnership with the Head of Talent, Learning, Leadership & Culture.
The role leads key talent development initiatives across the employee lifecycle, including the design and delivery of critical talent programs, ownership of the EI Graduate Programme, and the ongoing modernization of talent acquisition strategies and tools.
This role combines strategic talent architecture with hands-on program execution, leveraging data, technology, and market insights to strengthen internal capability, accelerate career growth for high-potential employees, and improve hiring outcomes through scalable and differentiated talent acquisition approaches.
1) Firmwide Talent Development Strategy & Execution
Translate business strategy into a talent development plan that strengthens capability, leadership depth, and mobility across functions.
Design and deliver development approaches that span career pathways, capability frameworks, and targeted interventions for priority populations (e.g., investment, distribution, product, operations, risk).
Develop and maintain role-based capability models (technical + leadership + enterprise behaviours) aligned to Eastspring’s culture and performance expectations.
Partner with HRBPs and business leaders to identify capability gaps and build pragmatic development solutions (blended learning, on-the-job experiences, cohort programs, rotations, mentoring).
Embed development into core people processes (performance, succession, internal mobility, talent reviews), ensuring consistency and adoption.
2) EI Graduate Programme – End-to-End Ownership
Own the EI Graduate Programme strategy, positioning, and annual delivery plan (design, attraction, selection, onboarding, rotations, development curriculum, community building).
Lead stakeholder management with business sponsors, hiring managers, rotation hosts, and HR partners to ensure consistently high-quality graduate experience.
Create and run a structured graduate journey including:
onboarding and induction
rotational planning and governance
learning roadmap (core and role-specific)
mentorship/buddy framework
performance checkpoints and feedback loops
project-based learning and exposure to senior leaders
Track graduate outcomes and continuously improve programme effectiveness (retention, performance, time-to-productivity, placement success, internal mobility).
Act as the “face” of the programme internally and externally supporting employer branding, campus engagement, and candidate experience.
3) Talent Acquisition Strategy, Modernization & Technology Enablement
Partner with Group TA colleagues/HR and hiring leaders to modernize talent acquisition by improving processes, tools, assessment rigor, and candidate experience.
Advance technology use in TA, including (as applicable):
ATS optimization, workflow automation, and analytics dashboards,
structured interviewing and assessment toolkits,
enhanced sourcing approaches (talent mapping, pipelining, market intelligence),
stronger employer branding narratives and content strategy.
Build scalable practices that improve quality-of-hire and reduce time-to-fill for priority roles, ensuring governance and consistency.
Provide advisory support to hiring managers on selection decisions, assessment quality, and inclusive hiring practices.
4) Talent Management, Succession & Internal Mobility Enablement
Support annual talent review processes by strengthening calibration, identifying critical roles, and building actionable development plans for high potentials and successors.
Drive internal mobility practices by improving visibility of opportunities, career pathways, and practical mechanisms to enable movement across teams.
Enable leaders to have better career and development conversations through tools, training, and structured templates.
5) Stakeholder Partnership & Culture Enablement
Build strong partnerships with senior leaders, HRBPs, and COEs to ensure talent initiatives are adopted and sustained.
Contribute to culture and leadership priorities—helping embed desired behaviours through talent programs, selection approaches, and development pathways.
Represent the talent agenda with professionalism, credibility, and strong business acumen, influencing without authority.
6) Data, Insights & Governance
Establish KPIs and dashboards to measure effectiveness and ROI of development and acquisition efforts.
Use data and employee insights to refine programs (participation, completion, promotion/readiness, retention, engagement, hiring funnel conversion, candidate NPS).
Ensure strong governance, documentation, and risk management (e.g., consistent assessment, fair selection practices, compliance with internal policies).
Conduct annual Search Partner review together with HRBPs
Responsible for onboarding/offboarding Search Partners in Coupa procurement system
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SKILLS & CAPABILITIES
Strong end-to-end understanding of talent development and talent acquisition disciplines.
Program design expertise needs analysis → design → delivery → measurement → continuous improvement.
Advanced stakeholder management skills with ability to influence senior leaders.
Strong project/program management discipline (planning, governance, risk management, delivery excellence).
Data-driven mindset: able to translate analytics into practical decisions and clear narratives.
High standards for candidate/employee experience; customer-centric design approach.
Confident communicator: clear, structured, credible with senior audiences.
Talent development frameworks: capability building, leadership development, high-potential programs, career pathways.
Graduate/early careers program design and management.
Talent acquisition modernization: structured interviewing, assessment methodology, talent mapping/pipelining.
HR tech literacy: ATS/HRIS reporting, workflow design, process optimization (comfort with digital tools).
Understanding of governance, fairness, and risk considerations in hiring and talent decisions.
PERSONAL ATTRIBUTES
Practical, hands-on “builder” who can create structure from ambiguity and deliver at pace.
Strong judgement and discretion; trusted partner to leaders.
Continuous improvement mindset: curious, market-aware, and willing to test-and-learn.
Collaborative and resilient; comfortable operating across competing priorities.
Comfortable working in a dynamic, fast-paced environment with a continuous improvement mindset
Loves working in a team environment and is a great team player
EXPERIENCE / QUALIFICATIONS
8–12+ years of progressive experience in Talent Development, Talent Management, Learning, Early Careers, and/or Talent Acquisition (in-house HR/COE experience strongly preferred).
Proven experience designing and running graduate/early careers programmes end-to-end.
Demonstrated track record modernizing TA practices and/or implementing improvements to TA technology/processes.
Experience within financial services / asset management / professional services environments is advantageous (but not essential with strong transferable capability).
Bachelor’s degree required; relevant professional certifications (e.g., IHRP, SHRM, CIPD) advantageous.
