Group Talent Development 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 Talent Development Manager is accountable for the ownership and activation of strategic leadership talent pipelines (Emerging and Pre-Executive levels) across the Group, within defined professional functions.
The role ensures the Group has a robust internal pipeline, increased internal mobility and clear readiness for key leadership roles, aligned with business strategy and long-term succession needs.
Key Interfaces
This role acts as a strategic partner to
- Group HR and Talent Management
- Talent Development Managers and HR Business Partners in countries and companies
- Business leaders and functional leaders
Key Accountabilities
1.Building and securing internal leadership pipelines:
ensures the organization has a robust, diverse, and mobile internal pipeline for critical leadership roles. Owns emerging and pre-Executive talent pools for defined professional families (e.g. Industrial, Commercial, R&D, etc...). Maintains a global view of successors. Identifies pipeline risks (single successors, lack of diversity). Challenges functions and countries on talent readiness and development actions.
2.Talent Identification & Calibration
acts as a calibrator and contributor to talent identification, ensuring fairness and consistency across functions and countries. Develop a solid knowledge of High Potential talents (mainly B5), based on multiple inputs and shared criteria. Participates in talent reviews and job field committees bringing an external and Group-level perspective. Supports leaders and HR in assessing leadership potential, readiness and mobility, using agreed Group standards, definitions and High Potential criteria. Contributes to the definition, clarification and deployment of Group standards related to talent policy, talent definitions and High Potential criteria and ensures their consistent application.
3.Mobility orchestration
animate strategic mobility for high potential talents in scope (cross-company, cross-country, cross-function). Matches internal talents to opportunities within their leadership segment. Support cross-country and cross-function mobility candidates giving visibility on possible career paths within the Group. Facilitates discussions between sending and receiving companies.
4.Development strategy enablement
ensures that the High Potential talents access the right development tools at the right time in collaboration with the Company Talent Development leaders and business leaders (coaching, mentoring, programs). Identifies development needs at pipeline level and recommends appropriate development actions. Works with the Group Career Development & Talent Tools Manager to activate tools (based on learning framework 70/20/10).
5.Contribution to Group Talent Strategy
Contribute to the definition and evolution of Group Talent Development strategy, governance and standards. Identify systemic gaps (skills, diversity, mobility barriers) propose corrective actions.