Senior Learning & Development Manager

AIRSYS USA; Woodruff (SC); On-site; USD 90,000 - 130,000; Full time

Job summary

AIRSYS USA seeks a hands-on Learning & Development Manager to implement leadership development, manager capability building and end-to-end performance-cycle operations. You will translate strategy into practical learning experiences, tools and disciplined routines for middle and senior leaders while partnering with global HR and plant leadership.

You will design curricula, develop materials, facilitate sessions, and ensure managers apply skills on the job, driving measurable improvements across

Qualifications

• Bachelor's degree in Human Resources, Organizational Development, Business, Psychology, Adult Learning, Education or related field.

Responsibilities

• Translate leadership-development agenda into an executable delivery roadmap with objectives, populations and follow-up actions.

Skills

Leadership development

Facilitation

Coaching and feedback

English proficiency

Relationship building

Data reporting

Education

Bachelor's degree (HR/OD/Business/Psychology/Adult Learning/Education)

Master's/MBA or professional certification preferred

Tools

Learning management systems

Virtual/hybrid learning tools

Job description

The Learning & Development Manager is the hands‑on implementation leader for leadership development, manager capability building and performance-management cycle operations. The role converts the development and performance-management direction set by the Global HR, with input from external advisers and plant leadership, into practical learning experiences, manager tools, disciplined operating routines and measurable follow-through.

This is not a training‑administration role. The successful candidate will design curriculum, build learning materials, facilitate and teach programs, establish trusted working relationships with leaders and managers, and ensure that managers apply new skills in real work. The primary focus is middle and senior management, with support for priority frontline leader and employee learning as business needs require.

Key Responsibilities

Leadership Development and Manager Capability

• Translate the approved annual leadership-development agenda into an executable delivery roadmap, including program sequencing, learning objectives, participant populations, delivery methods, communications, facilitator plans and follow‑up actions.
• Design, adapt and continuously improve curricula, facilitator guides, participant materials, cases, simulations, exercises, job aids and manager toolkits for supervisors, managers, senior managers, directors and high‑potential leaders.
• Personally facilitate and teach core leadership and management programs using credible, engaging and application‑focused methods that reflect real operating situations.
• Support critical leadership moments, including new‑manager transitions, newly promoted leaders, functional‑leader onboarding, significant operating changes and post‑assessment development plans.
• Build internal facilitation capability through train‑the‑trainer materials, coaching, observation and feedback, and prepare plant leaders and subject‑matter experts to be effective sponsors, speakers and facilitators.

Performance Management Cycle Operations

Within the performance‑management policy, rating principles and decision rights established by the Global HR and Company leadership, this role owns the practical operation and follow‑through of the full annual performance‑management cycle.

• Build and manage the annual performance‑cycle operating plan, including the calendar, milestones, stakeholder responsibilities, manager and employee communications, training plan, tools, completion reporting and escalation routes.
• Launch and govern goal setting by providing manager training, practical guidance and templates; monitor completion and quality; identify gaps; and drive timely follow‑up with HRBPs and business leaders.
• Run the operating rhythm for regular check‑ins, mid‑year reviews and year‑end reviews; monitor completion, quality and exceptions; and elevate material delays, risks or inconsistent practices.
• Plan and support calibration by preparing data packs and meeting materials, coordinating agendas and participant readiness, tracking agreed actions, and ensuring appropriate documentation and follow‑up.
• Coach managers on objective setting, timely feedback, fair performance conversations, recognition of strong contribution, development discussions and appropriate response to underperformance.
• Produce concise cycle dashboards and management updates on completion, timing, recurring issues, capability gaps, key risks and recommended actions.
• Translate cycle outcomes into individual development plans, targeted manager‑development actions, talent‑review and succession inputs, and a documented post‑cycle review that improves the next cycle.

Program Delivery, Measurement and Partnership

• Develop blended learning solutions that may include workshops, virtual learning, simulations, case work, peer learning, coaching, on‑the‑job application and manager toolkits; select the method that best fits the business need.
• Establish clear learning objectives, practical application activities and fit‑for‑purpose assessments. Use participant feedback, manager feedback, facilitator observations and follow‑up evidence to improve content and delivery.
• Maintain learning calendars, participant nomination processes, communications, attendance and completion records, and appropriate learning‑management‑system data.
• Manage external learning vendors, coaches and content partners with clear scopes, quality expectations, cost discipline and post‑program impact reviews.
• Partner with Operations, EHS, Quality, Engineering, Sales and HR to support priority frontline‑manager and employee learning that advances safety, quality, productivity, customer delivery, supervisor capability or organizational change.
• Clarify ownership boundaries: functional teams retain accountability for technical, compliance and job‑specific content, while this role strengthens learning design, facilitation, manager capability, rollout discipline and effectiveness measurement.
• Provide regular, concise updates to the Global HRD and key operating partners on learning priorities, program progress, performance‑cycle status, risks, insights and decisions required.

Other Assigned tasks.

Required Qualifications and Experience

• Bachelor's degree in Human Resources, Organizational Development, Business, Psychology, Adult Learning, Education or a related field. A master's degree, MBA or relevant professional certification is preferred.
• At least 6 years of progressive experience in learning and development, leadership development, organizational development, talent management or HR business partnering, including substantial direct responsibility for management or leadership-development programs.
• Demonstrated experience designing curricula and learning materials from business needs, and personally facilitating credible, practical programs for managers and senior leaders.
• Demonstrated experience owning or materially supporting end‑to‑end performance‑management cycles, including goal setting, ongoing check‑ins, mid‑year and year‑end reviews, calibration, development planning, completion management, manager communications and cycle reporting.
• Strong command of adult‑learning principles, instructional design, facilitation methods, assessment design and behavior‑change reinforcement; able to create facilitator guides, participant materials, job aids and application exercises independently.
• Experience managing complex program rollouts across multiple stakeholders, priorities and timelines, with clear plans, progress tracking, issue management and follow‑through.
• Working familiarity with learning management systems, virtual or hybrid learning tools, and learning or HR data reporting. Ability to use technology appropriately to improve access, administration and measurement is preferred.
• Experience in a fast‑growing, industrial, manufacturing, technology, data center, infrastructure, engineering or similarly operationally complex environment is strongly preferred.
• Professional fluency in English is required. Experience working across cultures and time zones in a global organization is preferred; Mandarin Chinese capability is an advantage but not required.
• Relationship building and influence: develops trust with leaders, managers and employees; listens carefully, communicates with clarity and gains commitment without relying on hierarchy.
• Business and operational acumen: understands operating priorities and translates them into practical learning solutions, manager tools and performance‑cycle support.
• Strong execution discipline: converts concepts into clear plans, owners, milestones and follow‑up; manages multiple priorities calmly and escalates appropriately.
• Facilitation presence and credibility: leads discussions with confidence, energy, sound judgment and appropriate challenge; can engage both experienced leaders and frontline managers.
• Coaching and feedback capability: provides direct, constructive feedback; helps managers build confidence and skill in difficult performance and development conversations.
• Analytical and data‑oriented mindset: uses qualitative and quantitative evidence to identify adoption gaps, risks and improvement opportunities without creating unnecessary administrative burden.
• Adaptability and ownership: operates effectively in an evolving, growth‑stage environment; is comfortable building from imperfect information, taking initiative and keeping solutions practical.
• Collaboration and cultural agility: works productively across functions, levels, cultures and time zones; respects differing perspectives while maintaining momentum toward agreed outcomes.
• Integrity and discretion: handles performance, talent and employee information with sound judgment, confidentiality, fairness and respect.