Vp, Chief Learning Officer

Location Designation: Hybrid

When you join New York Life, you’re joining a company that values career development, collaboration, innovation, and inclusiveness. We want employees to feel proud about being part of a company that is committed to doing the right thing. You’ll have the opportunity to grow your career while developing personally and professionally through various resources and programs. New York Life is a relationship-based company and appreciates how both virtual and in-person interactions support our culture.

As Chief Learning Officer (CLO), you will play a pivotal role in leading the learning and development function during a transformative phase for New York Life. You will report to the SVP Talent Management, who is leading the team through an overhaul of existing talent practices. You will work closely with executive leadership, HR, and other stakeholders to understand the companies evolving needs and translate them into a learning strategy, leading a team to design and execute on learning offerings that align with our company's goals and objectives. You will be responsible for building a learning culture amongst all employees, building a growth mindset and the appetite to acquire and apply the necessary skills for success in their current and future roles. You will help us exploring the opportunity of moving to a skills-based talent architecture, and your expertise and leadership will be crucial in ensuring the successful development and deployment of learning to support this in line with the workforce of the future.

Responsibilities:

• Evaluate current DEI learning offerings and identify opportunities to scale DEI learning approach with a planful, impactful strategy with close partnership and thoughtful alignment to the existing work of the DEI center
• Work closely across the talent team to integrate learning and development initiatives into the overall talent strategy, ensuring a seamless talent lifecycle for leaders and employees. Ensure learning and manager capability is aligned to organizational beats e.g. end of year processes, engagement survey results etc.
• Clearly defined enterprise learning strategy that is socialized, forward-thinking and designed to enable the business strategy, through identifying, building and enhancing skills and capabilities needed for employees and leaders now and in the future
• Create comprehensive, enterprise-wide learning and development strategy that is informed by business strategy and needs assessment and outlines short and long-term approach to content development, implementation, measurement and cost management.
• Collaborate with executive leadership, HR, and department heads to identify skill requirements and create competency models, career development frameworks, and learning paths for different roles and levels within the organization.
• Strategy –
  • Create comprehensive, enterprise-wide learning and development strategy that is informed by business strategy and needs assessment and outlines short and long-term approach to content development, implementation, measurement and cost management.
  • clearly defined enterprise learning strategy that is socialized, forward-thinking and designed to enable the business strategy, through identifying, building and enhancing skills and capabilities needed for employees and leaders now and in the future
  • Evaluate existing learning offerings and infrastructure and identify opportunities to refine, enhance and elevate existing talent development, leadership and broader learning offerings
  • Collaborate with executive leadership, HR, and department heads to identify skill requirements and create competency models, career development frameworks, and learning paths for different roles and levels within the organization.
  • evaluate current DEI learning offerings and identify opportunities to scale DEI learning approach with a planful, impactful strategy with close partnership and thoughtful alignment to the existing work of the DEI center
  • work closely across the talent team to integrate learning and development initiatives into the overall talent strategy, ensuring a seamless talent lifecycle for leaders and employees. Ensure learning and manager capability is aligned to organizational beats e.g. end of year processes, engagement survey results etc.
• Evaluate existing learning offerings and infrastructure and identify opportunities to refine, enhance and elevate existing talent development, leadership and broader learning offerings

• Clearly define key success metrics and create governance structure to proactively report insights in easily digestible manner on a regular basis (monthly or quarterly)
• Make recommendations and adjustments to offerings as appropriate to optimize and prioritize resources. Evaluate and report on cost vs impact.
• Budget management and measurable ROI: able to invest appropriately and assess whether spend results in desired learning and behavior change
• Leverage feedback and various data sources (quantitative and qualitative) to assess impact and ROI on all learning offerings (eLearning, corporate development programs, coaching, etc.)
• Establish clear metrics and evaluation methods to measure the effectiveness of learning initiatives in developing and improving employees' skills and capabilities, and to identify efficiencies in how we manage our programs, reporting regularly on ROI and using data to inform and upgrade learning initiatives
• 
  Measurement -
  • Establish clear metrics and evaluation methods to measure the effectiveness of learning initiatives in developing and improving employees' skills and capabilities, and to identify efficiencies in how we manage our programs, reporting regularly on ROI and using data to inform and upgrade learning initiatives
  • Budget management and measurable ROI: able to invest appropriately and assess whether spend results in desired learning and behavior change
  • Clearly define key success metrics and create governance structure to proactively report insights in easily digestible manner on a regular basis (monthly or quarterly)
  • Leverage feedback and various data sources (quantitative and qualitative) to assess impact and ROI on all learning offerings (eLearning, corporate development programs, coaching, etc.)
  • Make recommendations and adjustments to offerings as appropriate to optimize and prioritize resources. Evaluate and report on cost vs impact.

• Build, inspire and lead a high-performing learning and development team, providing coaching, mentorship and guidance to develop their skills and foster a culture of excellence. Enhance team skills in learning needs analysis, designing and delivering learning content and building and executing programs.
• 
  Team leadership –
  • Build, inspire and lead a high-performing learning and development team, providing coaching, mentorship and guidance to develop their skills and foster a culture of excellence. Enhance team skills in learning needs analysis, designing and delivering learning content and building and executing programs.
  • Ensure appropriate team structure with appropriate skills across team to support business needs considering utilization of skills, aspirations, and strengths
  • Drive high-performing team with strong internal reputation through feedback, coaching and evaluating impact and performance regularly
• Drive high-performing team with strong internal reputation through feedback, coaching and evaluating impact and performance regularly
• Ensure appropriate team structure with appropriate skills across team to support business needs considering utilization of skills, aspirations, and strengths

• Focus on building and leveraging teams capabilities to stay aligned with modern learning methods, offering multi-modal training and impactful learning experiences that incorporate innovative and blended learning solutions that are easy to navigate and support a broad range of different learning styles and methods. Encourage an experimental and growth vs fixed mindset across the team, open to identifying and exploring new ideas, improvements and evolving ways of working

• Evaluate approach to coaching with recommendations and process for identifying when coaching assignments are used, managing coaching relationships and diversifying coaching pool, considering how to scale coaching to enable manager and broader employee reach, and measuring impact and value of coaching assignments
• 
  Leader, Executive and Manager Development –
  • Oversee the design, delivery, and ongoing assessment of impact of corporate leadership programs to build required leadership capabilities. Introduce approach to build skills aligned to updated leadership profile and supporting managers with new expectations for leading and managing their teams
  • Identify ways to measure ‘stickiness’ and success of leadership interventions with ongoing review and updating of content as needed
  • Evaluate approach to coaching with recommendations and process for identifying when coaching assignments are used, managing coaching relationships and diversifying coaching pool, considering how to scale coaching to enable manager and broader employee reach, and measuring impact and value of coaching assignments
• Oversee the design, delivery, and ongoing assessment of impact of corporate leadership programs to build required leadership capabilities. Introduce approach to build skills aligned to updated leadership profile and supporting managers with new expectations for leading and managing their teams
• Identify ways to measure ‘stickiness’ and success of leadership interventions with ongoing review and updating of content as needed

• 
  Operations, Planning and Execution –
  • Work with HR Operations team to advise on appropriate team structure for L&D operations work to be centralized, more seamless and streamlined
  • Focus on automation and efficiency in the process and identifying alternative approaches to manual or high-touch operations
• Work with HR Operations team to advise on appropriate team structure for L&D operations work to be centralized, more seamless and streamlined
• Focus on automation and efficiency in the process and identifying alternative approaches to manual or high-touch operations

• Projects and ad hoc –
  • Lead the enterprise approach to identifying, mobilizing and driving strategy for growing skills/capabilities needed for the future in partnership with other CoE’s (TA, TM, BU’s) including managing RFP, identifying vendor and resources needed, managing project implementation and scale across the organization, change management and ensuring ongoing maintenance with built in measures of success
  • Focus on communications campaign, promotion and engagement of offerings to increase user engagement, as well as user and employee experience when building learning content
  • Foster internal mobility and employee growth through proactive and targeted learning experiences (e.g., create a talent marketplace, rotation program etc) in partnership with other CoE’s considering technology needed to enable and scale
  • support Value Stream learning, providing thought leadership and strategy support (e.g. support model toolkit, EO offsite etc)
  • Utilize a variety of modalities such as e-learning, virtual classrooms, on-the-job training, coaching, and external partnerships
• Focus on communications campaign, promotion and engagement of offerings to increase user engagement, as well as user and employee experience when building learning content
• Support Value Stream learning, providing thought leadership and strategy support (e.g. support model toolkit, EO offsite etc)
• Utilize a variety of modalities such as e-learning, virtual classrooms, on-the-job training, coaching, and external partnerships
• Lead the enterprise approach to identifying, mobilizing and driving strategy for growing skills/capabilities needed for the future in partnership with other CoE’s (TA, TM, BU’s) including managing RFP, identifying vendor and resources needed, managing project implementation and scale across the organization, change management and ensuring ongoing maintenance with built in measures of success
• Foster internal mobility and employee growth through proactive and targeted learning experiences (e.g., create a talent marketplace, rotation program etc) in partnership with other CoE’s considering technology needed to enable and scale

• Manage the budget and allocation of development resources and vendor utilization based on ROI measurements and expense management goals, and shift investments as needed to the highest priorities supporting the business strategy
• 
  Vendor and Resource management –
  • manage the budget and allocation of development resources and vendor utilization based on ROI measurements and expense management goals, and shift investments as needed to the highest priorities supporting the business strategy
  • Identify opportunities to reduce costs per learner and overall L&D spend. Have a very close understanding on what is being spent and the impact, evaluating all contracts, usage and need before engaging in renewals
  • Assess team costs and impact (e.g. level of roles vs role scope, what roles we have and what we need to be successful etc)
  • Ensure thoughtful prioritization of learning offerings and regular auditing of content. Conduct regular planning sessions to assess strategy and content, to ensure high-quality deployment of learning offerings that provide value for money, align to organizational priorities and support business objectives
• Ensure thoughtful prioritization of learning offerings and regular auditing of content. Conduct regular planning sessions to assess strategy and content, to ensure high-quality deployment of learning offerings that provide value for money, align to organizational priorities and support business objectives
• Assess team costs and impact (e.g. level of roles vs role scope, what roles we have and what we need to be successful etc)
• Identify opportunities to reduce costs per learner and overall L&D spend. Have a very close understanding on what is being spent and the impact, evaluating all contracts, usage and need before engaging in renewals

• Socialize L&D strategy broadly and ensure expectations for what we will (and won’t) work on and deliver are clearly defined and shared. Be proactive and responsive to requests from leadership for data, content, support, EMC materials etc
• Proactively engage with business leaders, senior HR business partners, and training/development teams across NYL to understand business priorities for learning and respond to evolving needs
• 
  Stakeholder engagement –
  • proactively engage with business leaders, senior HR business partners, and training/development teams across NYL to understand business priorities for learning and respond to evolving needs
  • Identify when to centralize support and manage as an enterprise learning intervention vs deploying more customized solutions through partners such as Talent Leads, HRBP’s, external
  • Socialize L&D strategy broadly and ensure expectations for what we will (and won’t) work on and deliver are clearly defined and shared. Be proactive and responsive to requests from leadership for data, content, support, EMC materials etc
• Identify when to centralize support and manage as an enterprise learning intervention vs deploying more customized solutions through partners such as Talent Leads, HRBP’s, external

• Ensure learning mindset across team through regular upskilling of learning trends and sharing content, resources etc to enable teams learning. Represent New York Life externally as a thought leader, speaker and to elevate brand in marketplace.
• External insights –
  • Stay updated on industry trends, emerging technologies, and best practices in learning and development, and apply this knowledge to drive continuous improvement and innovation within the organization
  • Build and cultivate relationships with external peers and learning partners to stay apprised of trends and inform perspectives. Leverage insights and best practices in designing and delivering enterprise solutions and impactful employee learning experiences
  • Ensure learning mindset across team through regular upskilling of learning trends and sharing content, resources etc to enable teams learning. Represent New York Life externally as a thought leader, speaker and to elevate brand in marketplace.
• Build and cultivate relationships with external peers and learning partners to stay apprised of trends and inform perspectives. Leverage insights and best practices in designing and delivering enterprise solutions and impactful employee learning experiences
• Stay updated on industry trends, emerging technologies, and best practices in learning and development, and apply this knowledge to drive continuous improvement and innovation within the organization

Skills and Qualifications:

• Strong understanding of competency-based frameworks and experience in designing and implementing career development paths.
• In-depth knowledge of learning and development principles, methodologies, and best practices.
• Excellent leadership and management skills, with the ability to inspire, motivate, and develop a high-performing team and upskill and reskill where required
• Exceptional communication and interpersonal skills to effectively collaborate with stakeholders at all levels of the organization.
• Bachelor's degree, or equivalent experience in the workplace, in Education, Human Resources, Organizational Development, or a related field (advanced degree preferred).
• Proven experience in leading Learning and Development functions, preferably in organizations undergoing transformation
• Experience progressing the work on skills-based methodologies across organizations
• Familiarity with learning technologies and platforms, as well as digital learning trends.
• Strategic thinking and the ability to align learning initiatives with business objectives.
• Flexibility and adaptability to navigate and thrive in an environment
• Analytical mindset and the ability to use data to drive decision-making and measure the impact of learning initiatives.

Work location: 51 Madison Ave, New York, NY 10010

Hybrid schedule:

• Office: Tues, Weds, Thurs
• Remote: Mon & Friday

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Salary range: $225,000 to $275,000

Overtime eligible: Exempt

Discretionary bonus eligible: Yes

Sales bonus eligible: No

Click here to learn more about our benefits. Starting salary is dependent upon several factors including previous work experience, specific industry experience, and/or skills required.