AVP, Global People Services

The AVP, Global People Services (GPS) – Pathways sets the global strategy, operating model, and service vision for colleague lifecycle moments, including onboarding, job changes, transfers, leaves, exits, organizational change, M&A, and other complex events.

This global leader ensures accurate, consistent, compliant, and experience-led delivery while balancing enterprise standards with local requirements. The role improves colleague experience, efficiency, controls, and service resilience, with high-touch oversight for executive, confidential, and business-critical transactions.

Key Accountabilities

Set the global strategy for colleague pathways

• Define the global Pathways strategy, roadmap, operating model, service standards, and decision rights.

• Establish a scalable enterprise approach for colleague lifecycle events while accommodating local legal, regulatory, and cultural requirements.

• Anticipate workforce needs and identify opportunities to improve service through digital capabilities and leading practices.

Own global pathway service delivery

• Lead global delivery of high-volume, complex, and high-risk colleague transitions with accuracy, timeliness, care, and compliance.

• Set process standards and escalation models that enable consistent regional execution.

• Coordinate delivery across People & Comms, Payroll, Benefits, Mobility, Legal, Employee Relations, People Technology, People Partners, and business leaders.

• Manage service risks, capacity constraints, process gaps, and downstream impacts while building accountability and continuous improvement.

Lead exceptional and VIP service delivery

• Establish differentiated service and governance for executive, VIP, confidential, urgent, and business-critical cases.

• Oversee sensitive transitions and escalations requiring discretion, speed, accuracy, and senior judgment.

• Define clear criteria for high-touch handling, stakeholder visibility, and executive escalation.

Exercise executive-level decision-making and influence

• Make sound decisions in complex situations, balancing policy, colleague experience, risk, and business needs.

• Advise and influence senior stakeholders on pathway strategy, priorities, dependencies, risks, and actions.

• Resolve cross-functional ownership and accountability issues and represent GPS in senior enterprise forums.

• Build trusted relationships through transparency, judgment, and dependable delivery.

Simplify, standardize, and scale transition processes through digital, automation, and AI

• Build a digital-first mindset that challenges the team to solve service needs with technology, automation, and AI before adding manual work or capacity.

• Simplify and standardize processes to reduce variation, handoffs, rework, escalations, and inconsistent colleague experiences.

• Accelerate adoption of digital tools, workflow automation, self-service, analytics, and AI capabilities to improve quality, speed, scale, and operational efficiency.

• Create scalable global playbooks, intake and routing models, controls, and quality standards designed for automated and digitally enabled delivery.

• Embed continuous improvement by using data, root-cause analysis, colleague feedback, and performance insights to identify, prioritize, and measure technology-enabled improvements.

Lead transformation of lifecycle operations

• Build an integrated, digitally enabled global model that improves colleague experience, resilience, efficiency, and automation.

• Lead teams through transformation while maintaining delivery stability, stakeholder readiness, and adoption.

• Establish dashboards and performance routines that give senior leaders visibility into priorities, capacity, risks, and outcomes.

• Develop global talent and a culture of ownership, learning, and service excellence.

Leadership Expectations

• Operate as an enterprise leader, balancing colleague experience, efficiency, compliance, and business outcomes.

• Exercise sound judgment, build trusted senior relationships, and create clarity and accountability across a global matrix.

• Champion simplification, automation, continuous improvement, and a high-performing service culture.

Key Outcomes / Measures of Success

• Clear global strategy, operating model, and performance visibility for Pathways.

• Improved colleague experience, transaction accuracy, cycle time, data quality, and compliance.

• Reduced