Manager, Talent and Career Development

At the World Bank Group (WBG), your work shapes the future. With 189 member countries and a mission to end extreme poverty and boost shared prosperity, WBG is one of the world’s most impactful development organizations. We rely on the strength of our people: broad representation, driven, and determined to deliver knowledge and results globally. The WBG Talent Management and Development Department, a core function within Human Resources, shapes the World Bank Group's talent strategy, building the workforce and leadership capabilities needed to deliver its mission. Through innovative talent solutions and programs, it enables performance, career growth, leadership development, and organizational effectiveness. The Manager, Talent and Career Development leads the strategy, governance, and delivery of the World Bank Group’s enterprise talent and career development agenda. The role oversees performance management, talent and succession reviews, promotions, career development, and internal mobility, ensuring these practices are integrated, fair, data-driven, and aligned with business priorities. Working closely with senior leaders, HR Business Partners, and other Centers of Excellence, the Manager will strengthen leadership pipelines, improve workforce capabilities, and enable employees to grow and contribute to their highest potential. This is an opportunity to shape enterprise talent and career practices across a complex, global institution and to build an integrated approach that strengthens performance, leadership pipelines, mobility, and employee growth at scale. The position is based in Washington, DC, reporting to the WBG Director of Talent Management and Development. Key Responsibilities Enterprise Talent and Career Strategy •Lead the design and execution of a cohesive framework that shows clear linkages between talent and performance management and their organizational and individual implications (promotions, career development, internal mobility, etc.). •Translate organizational priorities and workforce needs into simple, scalable, and future-focused talent practices. •Advise senior leaders on leadership pipelines, succession readiness, talent risks, and workforce capabilities. •Lead enterprise talent and succession reviews to strengthen leadership pipelines and succession readiness. •Lead the enterprise career development strategy, including career planning, career pathways, manager-led career conversations, and internal mobility practices that enable employees to navigate opportunities and build future-relevant capabilities. Program Governance, Analytics, and Innovation •Establish enterprise standards, governance, decision rights, metrics, and accountability for talent and career practices. •Use workforce data, employee listening, external benchmarks, and program evaluation to improve effectiveness, fairness, adoption, and business impact. •Lead the adoption of AI-enabled and digital talent solutions to enhance talent reviews, career development, internal mobility, succession planning, and employee experience while ensuring appropriate governance, transparency, fairness, and human oversight. •Monitor external trends and translate relevant practices into practical solutions for WBG. High- Performance Culture •Strengthen a culture of high performance, accountability, continuous development, mobility, and employee growth. •Ensure talent decisions and practices are transparent, evidence-based, inclusive, and consistently applied. •Partner with HR Business Partners, Leadership Development, and other Centers of Excellence to build manager and leadership capability. •Align performance, development, promotions, talent reviews, succession planning, and mobility into a coherent employee and manager experience. Leadership, Culture, and Team Management •Lead, develop, and empower a high-performing team, with clear priorities, accountability, collaboration, and continuous learning. •Lead enterprise-wide transformation and change management for new and evolving talent practices. •Build trusted partnerships across HR and the business and influence senior stakeholders through strong judgment, business acumen, and evidence-based insights. •Balance long-term strategy with disciplined execution and measurable delivery.