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High Profile Resourcing Ltd in Swindon is seeking a Talent & Capability Specialist on a 12-month fixed-term contract. You will own a business-wide skills framework, develop a clear taxonomy, and create career pathways, tying roles, learning and performance to future workforce needs.
The role sits in a lean, agile organisation with pace, accountability and visibility, and includes collaboration with internal experts and external providers.
Location: Swindon
Salary: c£(phone number removed) + benefits
Working pattern: Hybrid – 3 days office / 2 days home
We are partnering with a successful, growing international business to recruit a Talent & Capability Specialist for a newly created 12-month fixed-term contract.
This is not a traditional Learning & Development role.
It is an opportunity to take ownership of a genuinely business-critical piece of work: understanding the skills the organisation has today, identifying the capabilities it will need tomorrow, and building the frameworks, systems and development pathways that connect the two.
The business is growing at pace, both organically and through acquisition, and has an established workforce with considerable technical knowledge and long service. Its next challenge is to ensure that knowledge and capability is understood, developed and translated into clear opportunities for people to grow with the organisation.
You will be joining at an ideal point to influence that journey.
Alongside the implementation of a new HR system, you will have the opportunity to build a business-wide skills and capability framework, establish meaningful career pathways and create a much clearer connection between roles, skills, learning, performance, talent and future workforce requirements.
The hiring manager's ambition is clear: within the first 12 months, the organisation needs a defined skills taxonomy and career/behavioural framework that gives employees and managers a common language around what good looks like and how people develop towards it.
Ultimately, you will help create an environment where employees can understand where they are today, what they need to develop and where their skills could take them next.
This is a relatively lean, agile organisation rather than a heavily layered corporate environment.
That distinction matters.
There won't be multiple committees and approval layers sitting between you and implementation. You will be trusted to develop a point of view, engage the right stakeholders and get things delivered.
The organisation therefore needs somebody comfortable with pace, accountability and visibility, someone who can take a broad brief and think, "This is mine; I'm going to make it happen."
At the same time, this isn't about arriving with an off-the-shelf corporate framework and imposing it on the business.
The organisation has a positive culture, relatively low employee turnover and considerable technical knowledge amongst its workforce, including individuals with exceptionally long service. The challenge is to capture that knowledge, connect it more effectively and give people greater structure and support around how they continue to develop.
We are open-minded about your industry background.
You could currently be working within Talent, Organisational Development, Learning & Development, People Development or Organisational Capability.
More important is evidence that you have worked beyond traditional training delivery and understand how skills, capability, systems and talent connect.
We would particularly like to see:
You do not need experience within this organisation's particular industry. The hiring manager is deliberately open on sector; the ability to get underneath a business, understand its people and translate organisational requirements into meaningful skills and capability interventions is much more important.
This is a particularly attractive opportunity for somebody who enjoys building rather than inheriting.
You won't simply be administering an established L&D calendar or maintaining somebody else's capability framework.
You will have the opportunity to shape the architecture from the ground up and see it embedded within a new HR system, influencing how the organisation approaches development, career pathways, leadership capability, talent, succession and future workforce planning.
The business is also entering a significant period of growth. Its ambition is approximately 18% year-on-year growth, with both organic expansion and acquisitions expected to contribute. That means the capability agenda will continue to evolve as new skills, roles and businesses enter the organisation.
For somebody passionate about talent and capability who wants the autonomy to create something tangible rather than simply maintain what already exists, this is a rare opportunity to make a highly visible impact.