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.