Vice President, Organisation & People (Talent Management)

Introduction

The Vice President, Talent Management plays a key role in strengthening Temasek’s high-performance culture and evolving how the firm identifies and develops its talent pipeline. The role translates the firm’s talent priorities into robust operating rhythms, talent insights and effective execution across performance and talent reviews, career planning, promotion governance, leadership assessment for development, coaching, analytics and talent systems. It also provides execution leadership in translating Temasek’s future talent architecture into practical frameworks and ways of working, including the shift towards skills-based, AI-enabled Talent Management and the firm’s S-A-P agenda — Systems, Agents and People — as work increasingly combines human judgement, digital systems and AI agents. The role also brings an external orientation to Talent Management, keeping abreast of emerging talent, leadership, workforce transformation, AI and future-of-work practices, and translating relevant insights into pragmatic recommendations for Temasek.

Responsibilities

1. Talent Reviews & Talent Pipeline

• Drive the operating rhythm for enterprise Talent Review processes, including planning, data readiness, calibration support, decision tracking and disciplined follow-through.
• Manage succession pipelines and convert high-potential talent insights into considered interventions, with clear visibility of bench strength, readiness, key-person risk and development priorities.

2. Talent Frameworks, Analytics & Insights

• Maintain and evolve Temasek’s talent frameworks, methodologies and tools so they remain practical, future-relevant and aligned to evolving workforce and S-A-P considerations. Draw on emerging external practices in talent, leadership, workforce transformation, AI and future-of-work to inform relevant recommendations for Temasek.
• Operationalise a skills-based Talent Management approach by embedding critical skills, capabilities, future-readiness indicators and hybrid workforce implications into talent reviews, career and succession planning processes.
• Generate actionable insights on talent health, leadership depth, promotion outcomes, capability gaps, talent adjacencies, organisational talent risks and human-agent workforce needs through stronger dashboards, reporting and analytics.

3. Performance & Promotion Governance

• Anchor annual performance management and promotion review processes, ensuring strong preparation, governance, consistency and decision support.
• Strengthen the quality, consistency and credibility of performance and promotion outcomes, enabling a high-performance culture through clearer differentiation, stronger talent judgement and accountable follow-through.

4. Leadership Assessment & Coaching

• Manage leadership assessment for development, including assessment governance, vendor coordination, quality assurance and linkage to talent, succession and development priorities.
• Oversee Temasek’s broader coaching slate, including executive coaching, targeted development coaching and coaching partnerships, with appropriate governance, contracting discipline and outcome tracking linked to leadership development, talent actions and organisational impact.

5. Talent Systems & Digital Transformation

• Serve as the product lead for Talent Management systems and solutions, including relevant modules in SAP SuccessFactors and in-house Talent platforms.
• Partner People Technology, Digital Technology and other system stakeholders to build AI-enabled workflows, automation use cases and human-agent ways of working across Talent Management, strengthening skills data architecture, platform configuration, user experience, controls, data quality and responsiveness to evolving business needs.

6. Team Leadership & Delivery Excellence

• Lead, coach and develop the Associate, Talent Management, building capability in analytics, systems, governance and disciplined project execution.
• Coordinate effectively across O&P Business Partners, Learning & Development, People Technology and other stakeholders to drive ownership, continuous improvement and high-quality delivery across core talent cycles.

Requirements

The ideal candidate will bring significant experience in Talent Management, Leadership Development, Organisation Effectiveness or a related CoE role, typically gained over 14+ years in a complex, high-performance environment. They should be motivated by the opportunity to evolve talent practices in an investment-led organisation, combining strong talent judgement, data orientation, stakeholder influence and an interest in how AI, automation and human-agent operating models are reshaping work.

• Enterprise talent, performance, succession and leadership pipeline management in a high-calibre professional environment.
• Skills-based talent, capability architecture, future workforce planning and S-A-P / hybrid workforce exposure.
• Leadership assessment for development, coaching programme management, talent analytics and workforce insights.
• HR technology ownership, SAP SuccessFactors exposure, automation, continuous improvement or AI-enabled HR transformation.

The successful candidate should demonstrate strong judgement, commercial awareness, systems thinking, data and digital acumen, influence without authority, delivery excellence and a measured approach to ambiguity. They should be confident operating with autonomy, mobilising stakeholders and applying AI, automation and human-agent operating models to improve the quality, speed and scalability of Talent Management while preserving governance and discretion.