Director, Employee Proposition and Experience

Role purpose Provide the join up, and representation from People, Governance & Communications (PG&C), across Group Infrastructure teams to define and align on the employee experience priorities for the Bank; Shift the mindset to see the experience through the colleague’s eyes and not just through the bank’s organisational structures; Shape the articulation of HSBC’s employee value proposition; and Provide the interlock with the Head of Customer & Culture and Enterprise Risk, supporting the discharge of the Chief People & Governance Officer accountabilities for organisational culture. Governance and Committee Memberships Member of the People Strategy & Innovation (PSI) People Leadership team. Member secretariat for the Employee Experience Forum (to be established) Principal Accountabilities and Responsibilities Employee Proposition Partner with Businesses and Group Infrastructure teams, through PG&C leads, to define the enterprise employee value proposition for HSBC. Collaborate with Communications and Employer Brand teams to effectively articulate and promote the proposition both internally and externally. Establish guidelines to facilitate the localization of the proposition for specific markets, business units, or infrastructure teams, such as Technology. Develop and implement measures, reporting, and insights to assess the impact and effectiveness of the proposition, working closely with PSI partners on insights and analytics. Employee Experience Collaborate with Transformation and Technology teams across Group Infrastructure to create a ‘human-centered’ approach from the outset of design through delivery. Act as a central integrator – influencing and holding accountable other functions that impact the employee experience (e.g. Technology, Real Estate, Internal Communications). Establish a formal ‘CX Council’ enabling closer collaboration and accountability to define and document key end-to-end employee experience journeys and identify moments that matter. Work with employee listening and dialogue to enable the ‘voice of the employee’ and translate these outputs together with wider listening data into actionable insights and demonstrate ROI. Define and agree OKRs and key measures (as a single source of true for CX data). Develop frameworks e.g. employee personas to support the definition, testing, and validation of experience initiatives. Organisation Culture (To Be Defined) Define roles and responsibilities as part of the review process with the Head of Customer and Culture, and Enterprise Risk. Review and reset culture measurement policies and procedures, ensuring ongoing responsibility for effective discharge as the second line of defense (2LoD) in the context of the wider People Management policy. Leadership & Teamwork Proactively collaborates with the wider Group Infrastructure teams and senior leaders to define the vision and strategy for employee experience. Provide leadership and mentor teams across the wider PSI function, fostering a culture of creativity and innovation. Functional Knowledge Deep understanding of employee value proposition (EVP) design and execution, including market positioning, talent segmentation, and integration with employer branding and culture initiatives. Strong knowledge of employee experience strategy and life-cycle design, covering moments that matter, engagement, onboarding, development, and retention. Proven expertise in leveraging data-driven HR insights and employee listening to inform experience enhancements. Familiarity with total rewards, wellbeing, and recognition frameworks, and how these link to organizational performance, culture, and inclusion goals. Proven experience of partnering with Technology, and wider functions to align principles and priorities, leveraging technology and innovation to deliver leading experience outcomes. Others Balances complex stakeholder needs and expectations and continually strives to manage ambiguity through collaborating with global colleagues and shares this global perspective to build effective teams who in turn develop future talent. Support the achievement of finance and resource planning.