Manager

Role Overview 

Encoura is seeking a Manager or Director, Talent Management & Development to own how our people experience working here and how they are developed over time. This role ensures the alignment of talent programs with organizational objectives to retain and grow top talent. Encoura brought three organizations together over the past year. We now have roughly 800+ employees and a population that brings three different companies’ sets of expectations.  

You will partner cross-functionally across the organization to cultivate a high-performance, inclusive culture that supports long-term business growth. You will also lead two experienced Talent Development professionals. Year one is focused by design: performance management, engagement and culture, and the roadmap for what comes next. We would rather do three things properly now than six things partially. 

We are open to hiring this role at either the Manager or Director level based on the selected candidate's experience, leadership scope, and organizational impact. Both levels share the same core responsibilities, with placement reflecting the candidate's demonstrated ability to lead initiatives and drive organizational outcomes. This is a full-time, salaried position reporting to the Chief People Officer.  

A Day in the Life 

This year, FY27, you will:  

• Develop and execute an integrated talent management and development strategy aligned with organizational goals and values
• Own the performance management cycle end to end in Lattice — goal setting, check-ins, review cycles, and calibration — and make it a process managers use rather than a process they complete
• Own engagement and culture. Design and run how we listen, turn the results into action plans that sit with the leaders who can act on them, and follow through until something changes
• Keep the existing learning stack running — Litmos, Articulate/Rise — and administer training where it is needed today, while assessing what we should consolidate
• Partner with the Chief People Officer on talent gap and capacity planning, bringing data that shows where the organization is thin before it becomes a vacancy
• Collaborate with leaders to assess organizational capability needs and implement programs that build critical skills and leadership pipelines
• Own our manager guides from your first day. The step-by-step guides managers use to coach, document, and correct performance will be written before you start. Measuring whether managers use them, where they get stuck, and whether they are producing better outcomes is yours — and so is revising them when the evidence says they are not working