Career Development and Mobility Lead

The  Career Development and Mobility Lead  will lead the creation and implementation of GM’s career development and mobility strategy, providing mobility opportunities for the employee base, including redeploying those whose work is changing due to business transformation, evolving operating model and capability needs, and technology adoption, with a particular emphasis on skilled trades and adjacent manufacturing populations.

This leader will shape strategy, build operating plans, and lead a small team responsible for connecting career development and navigation, skills insights, internal mobility, learning pathways, tuition assistance, and external nonprofit partnerships into a practical career navigation and redeployment model that helps employees move into viable future roles.

This role serves as a senior people leader and strategic partner to HR, Global Learning & Development, Talent Management, People Analytics, manufacturing leaders, and other business stakeholders. The successful candidate will translate enterprise strategy, workforce shifts and changing skill demands into clear talent actions, reskilling pathways, and internal movement strategies that are equitable, scalable, data-informed, and aligned to GM’s business priorities. 

Key Responsibilities  

  • Define and lead an enterprise career development and redeployment strategy, inclusive of employees whose work is materially impacted by changing business needs, evolving work design, and technology adoption, creating pathways that prioritize internal mobility, reskilling, and long-term workforce sustainability.
  • Align the enterprise strategy with strategic workforce plans, organizational design decisions, and investments in automation and emerging technologies across business units, considering implications for a global workforce. 
  • Build a practical operating model that connects workforce disruption and emerging capability shifts to job profiles, leveling guides, Talent Profiles, learning resources, and internal opportunity pathways so employees can move from skill-gap insight to action.
  • Partner with business leaders, HR, and talent stakeholders to identify populations at risk, diagnose skill gaps, and recommend targeted interventions that include learning and non-learning solutions.
  • Lead the design and use of redeployment pathways that leverage internal learning and development programs, tuition assistance, and external nonprofit redeployment organizations to support transitions into future-relevant roles.
  • Establish a skilled-trades-focused redeployment approach informed by a deep understanding of technical, production, and manufacturing capability needs, while also scaling solutions for broader enterprise populations navigating changing work and capability requirements.
  • Translate enterprise and functional priorities into multi-year roadmaps, annual objectives, governance routines, and measurable outcomes for redeployment, reskilling, and workforce transition efforts.
  • Lead a small team of program managers or related talent professionals, providing direction, coaching, development, and performance management while building capability and accountability within the team.
  • Create partnerships across Global Learning & Development, Talent Management, Talent Acquisition, People Analytics, HRBPs, Corporate Strategy, and business leaders to align career development and redeployment strategy with hiring, internal mobility, workforce planning, and capability building decisions.
  • Use data, benchmarking, workforce insights, and business context to identify trends and early signals from emerging business, technology, and operating model shifts; run workforce and skills scenario planning, and shape recommendations, and influence leaders on complex trade-offs related to redeployment, reskilling, and role transition priorities.
  • Establish and track success measures such as redeployment outcomes, learning-to-skills engagement, internal pipeline health, employee experience, and readiness for future roles. 
  • Embed responsible and effective use of AI into the redeployment model, including how AI can improve skills insight, career navigation, personalized recommendations, and learning access while preserving sound human judgment and appropriate governance. 

Required Qualifications:  

  • Bachelor’s degree in Human Resources, Organizational Development, Education, Learning and Development, Business, Manufacturing, Operations, or a related field.
  • 10+ years progressive delivery of career development and deployments strategies.
  • Proven experience shaping and executing enterprise career development strategies in response to material business, technology, or operating model shifts.
  • Demonstrated ability to integrate strategic workforce planning, talent architecture, and reskilling/redeployment strategies into cohesive, multi-year plans. 
  • Significant experience leading enterprise or large-scale learning, talent, workforce, or redeployment-related initiatives with measurable business impact. 
  • Applied and demonstrated experience in job architecture principles, including job families, career levels, leveling criteria, related methodologies to compensation and career frameworks, and HRIS and talent platforms used to maintain job architecture data. 
  • People leadership experience, including leading program managers or similarly scoped professional teams. 
  • Deep knowledge of skilled trades capability needs and strong familiarity with manufacturing, technical, or operations environments. 
  • Proven ability to translate complex business challenges into practical strategies, operating plans, and scalable solutions. 
  • Strong capability in skills-gap analysis, workforce planning, and data-informed decision-making. 
  • Demonstrated success influencing senior leaders and aligning multiple stakeholders in ambiguous, high-visibility environments. 
  • Excellent written and verbal communication skills, with the ability to clearly articulate strategy, recommendations, and business impact to varied audiences. 

Preferred Qualifications:

  • Advanced degree in a related field. 
  • Experience in automotive manufacturing or large-scale industrial environments. 
  • Experience with internal mobility, career development, workforce transformation, or technology-enabled talent strategies. 
  • Familiarity with learning ecosystems that include structured learning, mentorship, stretch assignments, career tools, and skills-based navigation. 
  • Experience building external partnerships with nonprofit, academic, or community-based organizations in support of workforce transitions. 
  • Knowledge of change management, human performance improvement, and continuous improvement methodologies. 

What Success Looks Like:

  • Employees navigating changing work requirements have clearer, faster pathways to adjacent and future roles.
  • Skilled trades populations have credible redeployment options supported by targeted learning, practical skill-building, and role visibility.
  •  Leaders have a consistent framework for making redeployment decisions that balances employee experience, business need, and workforce capability priorities.
  • GM improves internal mobility, strengthens learning-to-skills engagement, and reduces friction in how employees navigate growth opportunities.

Compensation:

The compensation information is a good faith estimate only. It is based on what a successful applicant might be paid in accordance with applicable state laws. The actual base salary a successful candidate will be offered within this range will vary based on factors relevant to the position, as well as geography of the selected candidate.

  • The salary range for this role is $ 164,400 - $251,800.
Back to blog

Other Jobs To Apply

No other job posts for this day.

Common Interview Questions And Answers

1. HOW DO YOU PLAN YOUR DAY?

This is what this question poses: When do you focus and start working seriously? What are the hours you work optimally? Are you a night owl? A morning bird? Remote teams can be made up of people working on different shifts and around the world, so you won't necessarily be stuck in the 9-5 schedule if it's not for you...

2. HOW DO YOU USE THE DIFFERENT COMMUNICATION TOOLS IN DIFFERENT SITUATIONS?

When you're working on a remote team, there's no way to chat in the hallway between meetings or catch up on the latest project during an office carpool. Therefore, virtual communication will be absolutely essential to get your work done...

3. WHAT IS "WORKING REMOTE" REALLY FOR YOU?

Many people want to work remotely because of the flexibility it allows. You can work anywhere and at any time of the day...

4. WHAT DO YOU NEED IN YOUR PHYSICAL WORKSPACE TO SUCCEED IN YOUR WORK?

With this question, companies are looking to see what equipment they may need to provide you with and to verify how aware you are of what remote working could mean for you physically and logistically...

5. HOW DO YOU PROCESS INFORMATION?

Several years ago, I was working in a team to plan a big event. My supervisor made us all work as a team before the big day. One of our activities has been to find out how each of us processes information...

6. HOW DO YOU MANAGE THE CALENDAR AND THE PROGRAM? WHICH APPLICATIONS / SYSTEM DO YOU USE?

Or you may receive even more specific questions, such as: What's on your calendar? Do you plan blocks of time to do certain types of work? Do you have an open calendar that everyone can see?...

7. HOW DO YOU ORGANIZE FILES, LINKS, AND TABS ON YOUR COMPUTER?

Just like your schedule, how you track files and other information is very important. After all, everything is digital!...

8. HOW TO PRIORITIZE WORK?

The day I watched Marie Forleo's film separating the important from the urgent, my life changed. Not all remote jobs start fast, but most of them are...

9. HOW DO YOU PREPARE FOR A MEETING AND PREPARE A MEETING? WHAT DO YOU SEE HAPPENING DURING THE MEETING?

Just as communication is essential when working remotely, so is organization. Because you won't have those opportunities in the elevator or a casual conversation in the lunchroom, you should take advantage of the little time you have in a video or phone conference...

10. HOW DO YOU USE TECHNOLOGY ON A DAILY BASIS, IN YOUR WORK AND FOR YOUR PLEASURE?

This is a great question because it shows your comfort level with technology, which is very important for a remote worker because you will be working with technology over time...