Group Career Development & Talent Tools Manager H/F - 92

Safran est un groupe international de haute technologie opérant dans les domaines de l'aéronautique (propulsion, équipements et intérieurs), de l'espace et de la défense. Sa mission : contribuer durablement à un monde plus sûr, où le transport aérien devient toujours plus respectueux de l'environnement, plus confortable et plus accessible. Implanté sur tous les continents, le Groupe emploie 100 000 collaborateurs pour un chiffre d'affaires de 27,3 milliards d'euros en 2024, et occupe, seul ou en partenariat, des positions de premier plan mondial ou européen sur ses marchés.

Safran est la 2ème entreprise du secteur aéronautique et défense du classement « World's Best Companies 2024 » du magazine TIME.

Parce que nous sommes persuadés que chaque talent compte, nous valorisons et encourageons les candidatures de personnes en situation de handicap pour nos opportunités d'emploiRole Purpose
The Group Career Development & Talent Tools Manager is accountable for the design, governance and effectiveness of career development tools and programs across the Group.
The role ensures the access to consistent, high-quality development levers (e.g. coaching, mentoring, 360° feedback, internal talent marketplace), aligned with Group talent strategy and leadership pipelines.
Key Interfaces
This role acts as the Group reference and integrator for career development solutions, working in close partnership with Group Talent Development Managers, Learning/Corporate University, HRIS and HR communities in countries and companies.
Key Accountabilities
1. Career Development Tools Ownership & Governance
- Own and manage Group-wide career development tools, including:
o Coaching (individual, executive and high-potential)
o Mentoring
o 360° feedback and assessment tools
o Career frameworks and development guides
- Define standards, eligibility criteria, governance rules and usage guidelines.
- Ensure consistency, fairness, and scalability across countries and companies.
2. Coaching & Mentoring Strategy
- Define the Group coaching and mentoring strategy aligned with leadership pipelines.
- Select and manage external providers (in coordination with Purchasing).
- Build and animate internal mentoring Group programs.
- Monitor quality, uptake and ROI of coaching and mentoring initiatives.
3. Leadership Training Governance
- Establish and coordinate selection committees for Group leadership programs, ensuring the right level of representation
- Ensure consistency and robustness of selection criteria
- Secure quality and relevance of participant nominations, working closely with:
Group Talent Development Managers
Company Talent Development Managers
External training partners
to ensure that nominated participants are correctly positioned in the right program, at the right moment in their leadership journey. Challenge nominations that are misaligned with pipeline maturity, readiness or development intent.
- Interface with internal leadership training providers to:
align program objectives with Group talent strategy
continuously improve the quality and impact of programs.
- Monitor and evaluate program selectivity and impact
Track participation profiles, pipeline coverage and qualitative feedback to ensure selective programs effectively support leadership development and succession objectives (focus on governance and impact, not logistics).
5. Measurement & Continuous Improvement
- Define KPIs and success metrics for career development tools:
- Use data and feedback to continuously improve tools and approaches.
- Benchmark externally to ensure alignment with best practices and market trends.
6. Contribution to Group Talent Strategy
- Contribute to the evolution of Group Talent and Career Development strategy.