Sep 11, 2014

Head of Learning and Development




Job Title: Head of Learning and Development

Organisation               : Greenpeace International (GPI)

Department: Human Resources

Reports to: Global HR Director

Grade: provisionally graded on 18

Date of draft: 02-09-2014

Version: version 1.0


Purpose of the job

This role will drive and shape the Learning and Development strategy for the staff and volunteers of Greenpeace globally. The Head of Learning and Development leads and manages the creation of a global strategy for the learning and individual development of staff and volunteers; and the implementation, within this strategy, of a dynamic learning system and practice, for the professional development of Greenpeace’s staff and volunteers worldwide as per the 2013 People Strategy.
If you are interested in applying for this position please upload your English CV along with a letter of motivation before September 23, 2014.




Main responsibilities


  1. Global learning and development strategy

Contribute to the further development and implementation of the global People Strategy, by creating and implementing a strategy for providing personal development for our staff and volunteers that is prioritized strategically according to the People Strategy and the organisation’s goals.


  1. Learning and development function

Create and maintain a global, decentralized, Learning and Development community of practice—including NRO training managers and trainers on staff—as a part of the HR and People function, guided by the Learning and Development Strategy and in association with existing training initiatives, in order to ensure professional peer support, alignment of trainings and other initiatives/offerings (such as provision of mentoring and coaching), and rapid adoption of innovation.


  1. Global induction and global trainings

Oversee the delivery of the global induction (Set Sail) by LD staff in NROs, and of other global trainings, such as campaign training and project management training and/or others that might be developed in future at the global centres, to their target groups (including train-the trainers), as determined by agreed global priorities.


  1. Learning Centre

Oversee the provision of the global Leadership Program by the Learning Centre, in order to deliver the high quality leadership development identified as a priority in the People Strategy.


  1. Alignment with organization’s priorities

Establish a culture within the global learning and development community of continuous innovation, improvement, and dynamic responsiveness to the emerging needs of the organization in order to ensure that trainings and other development mechanisms provided across the global organization deliver demonstrable results in a complex and varied organization; and are cost- and CO2-effective.


  1. Coordination with GPI Departments, Units and Functions

Coordinate with key stakeholders at GPI—including GCLs, the Global Engagement Director, the Programme Functions Director, to proactively identify and assess emerging needs for skills developments, in order to ensure that Greenpeace is proactive about identifying future skills needs and supporting current staff to develop those skills as much as possible.



  1. Coordination with PAL function

Coordinate with the head of the Performance, Accountability and Learning Unit to ensure that the implication of organizational learnings are identified and incorporated into modification of existing new and personal development offerings. Work together with the PAL unit to develop global training metrics, for the purpose of annual reporting.



  1. Performance management

Work in conjunction with the HR community and competency-working group to develop, promote and embed a global performance management system in order to have a truly effective performance management process that supports employee performance, development and success. Design a best practice performance management process, ensure training to different groups (executives, managers, employees) and ensure communication of the strategic results of the performance management process to the entire organisation.


  1.                 Budget management
    Manage the global Learning Development budget to ensure efficient and effective use of resources within the standards and systems of Greenpeace International.



Skills and Qualifications

  • Five years’ experience in leading a strategic global learning and development unit
  • Proven track record in design and delivery of training and staff development programmes
  • Qualification in adult education
  • Educated to a minimum Bachelors Degree level (Learning, Organisational Development, Human Resources or other related discipline)
  • Experience and knowledge in organisational development, and learning systems.
  • Experience in working in a global organization and demonstrated ability to work with cultural diversities
  • Excellent project management and coordination skills outside the line-management of teams and organizations
  • Experience with managing budgets and processes (preparing, presenting, monitoring)
  • Fluency in written and spoken English
  • Skills in written and verbal communication


Required Competencies

  • Planning and organisation skills: Plans, implements, evaluates and adjusts goals, objectives and courses of action in line with organisational needs. Able to manage multiple activities at one time; uses resources effectively and efficiently.
  • Empowering and Inspiring others: Ability to empower other to achieve real –time results through sharing knowledge, opportunities and means. Empowers people and strives to bring out the best in them. Enables employees to translate vision into action and creates an environment in which people feel valued, motivated and challenged.
  • Strategic Orientation: Anticipates future consequences and trends accurately; recognizes strategic opportunities for change; builds and shares a compelling view of the direction of the organisation. Transmits a sense of purpose for the organization in order to engage and motivate toward a common goal.
  • Analytical skills: Builds a logical approach to address problems or opportunities or manage the situation at hand by drawing on own knowledge and experience base and calling on other references and resources as necessary. 
  • Appreciation of risk-taking: An understanding of risk-taking in the context of an action-oriented organisation; Takes bold decisive action despite conflict or uncertainty; is willing to make recommendations and support their implementation.
  • Interpersonal relationship: Develops and maintain effective relationships with others in order to encourage and support effective communication and teamwork.  Builds and maintains ongoing, collaborative, working relationships to achieve organizational goals.
  • Collaboration: helps others to achieve their best and contribute to joint objectives; develops cooperation and teamwork while participating in a group of people, working toward solutions that generally benefit all involved parties.
  • Knowledge sharing: Uses formal, informal and systematic methods to share information with others to  increase organisational effectiveness.
  • Achievement: Sets goals for self and others, takes sustained action in the face of obstacles. Seeks out relevant tasks when the current task is completed.
  • Being a role model for Accountability and Straightforwardness: A high sense of personal accountability and ability to hold others accountable.
  • Commitment to Learning: gaining insight into one’s own strengths and weaknesses; initiates actions to increase or improve one’s knowledge, skills and competencies to work more effectively.
  • Identification with Greenpeace goals and supportive of Greenpeace values: Deep understanding of risk- taking in the context of an action-oriented organization.

Link to this post!

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