Senior Director, Learning and Development

Description & Requirements

Job Location: Nashville, Tennessee

Travel Requirements: Up to 33% annually

Job Summary

• The Senior Director, Learning & Development is accountable for NVA's Learning &
• Development function (non-clinical), setting and executing an integrated enterprise learning
• strategy that builds leadership, manager, team, and individual capabilities required to
• support the company's continued growth and performance.
• Operating across a network of more than 1,300 sites and a centralized support center, this
• leader will set direction for leadership and manager development, team effectiveness, all?learner development, and learning operations.
• This role requires an enterprise perspective, strong executive influence, and the ability to
• translate business and talent strategy into high-quality learning solutions, disciplined portfolio choices, and measurable outcomes across a geographically dispersed, operationally intensive organization.

Essential Job Responsibilities & Outcomes

• Lead the enterprise (non-clinical) Learning & Development strategy, roadmap,

• operating model, governance, and investment priorities, aligning the portfolio with
• business strategy, talent priorities, workforce needs, and the capabilities NVA
• requires to grow and perform.

• Shape and steward the enterprise learning portfolio, establishing clear priorities,

• decision rights, quality standards, and regular portfolio reviews that scale high-value
• programs, improve underperforming offerings, and reduce duplication across the
• organization.

• Build aleadership development architecture spanning new and newly promoted

• leaders, senior leaders, executives, and high-potential populations, with
• development experiences aligned to enterprise leadership expectations, succession
• priorities, and critical transitions.

• Establish a scalable manager development approach for new, experienced, and

• newly promoted people managers, providing practical learning, tools, coaching
• practices, and reinforcement that strengthen people leadership, performance
• management, feedback, and team leadership.

• Partner with Talent & Organizational Effectiveness to translate talent reviews,

• succession plans, performance insights, assessments, high-potential identification,
• and leadership competencies into differentiated development actions that
• strengthen readiness and bench strength.

• Own the enterprise (non-clinical) learning portfolio from needs assessment through

• instructional design, content development, facilitation, blended delivery,
• performance support, and continuous improvement, with clear standards for quality,
• scalability, and learner relevance.

• Define the learning technology and learner-experience strategy with People

• Operations/Technology and Clinical Learning, including LMS and platform
• governance, simplified learner access, data quality, reporting, field and mobile
• accessibility, and responsible use of emerging technology and AI.

• Establish enterprise learning measurement and evaluation practices that assess

• reach, behavior change, team effectiveness, talent outcomes, time-to-proficiency,
• and business impact, using insights to strengthen portfolio and investment
• decisions.
• Partner closely with Clinical Learning, People Business Partners, Culture & Engagement,
• business leaders, and field leadership to create a connected learning ecosystem (incl.
• onboarding content), clarify ownership across learning domains, and ensure enterprise
• solutions are practical for a distributed operating environment.

Success Metrics/KPIs

• Enterprise learning priorities and major leadership development milestones are

delivered on time, within approved investment parameters, and at intended scale

across priority learner populations.

• Leadership capability improves through stronger application of leadership

expectations, coaching, feedback, talent development, decision-making, and

effective leadership transitions.

• Manager capability improves through stronger people leadership, performance

management, development conversations, team leadership, and consistent use of

enterprise manager tools.

• Reach and adoption increase through strong participation, completion, repeat

engagement, self-directed learning utilization, and improved learner access,

findability, relevance, and experience.

Key Internal and External Stakeholders

• Internal: Chief People Officer, People Leadership Team, executive and senior business
• leaders, Talent & Organizational Effectiveness, People Business Partners, Clinical/Medical
• Learning, Culture & Engagement, People Operations and People Technology, Internal
• Communications, hospital and field leadership, functional leaders, people managers, and
• team members.
• External: Executive and leadership development partners; external coaches; assessment
• providers; LMS and learning-technology vendors; instructional-design/content partners;
• consultants; and specialized education/training providers.

Required Capabilities

• Enterprise L&D strategy and portfolio architecture, with the ability to translate

business and talent priorities into scalable learning solutions and investment

choices.

• Deep leadership and manager development expertise, including adult learning,

instructional design, blended and experiential learning, coaching, mentoring,

facilitation, and team effectiveness.

• Strong business and talent acumen, including the ability to connect learning with

performance, succession, high-potential development, leadership competencies,

and organizational capability needs.

• Executive presence, strategic thinking, financial judgment, enterprise influence,

change leadership, communication, team leadership, and innovation/AI fluency.

Experience

• 10+ years of progressive experience in enterprise learning and development,

• leadership development, talent development, organizational development, or a
• related people capability function in a complex organization (health care and rapid
• growth setting is a plus).

• Demonstrated experience building, scaling, or transforming an enterprise learning

strategy, operating model, portfolio, and/or center of expertise with broad

organizational reach.

• Deep experience designing and leading leadership and manager development across

multiple levels, including new leaders, experienced managers, senior leaders,

executives, high-potential populations, and leadership transitions.

• Experience advising and influencing senior executives and cross-functional leaders,

diagnosing capability needs, and translating business and talent priorities into

practical, scalable, measurable development solutions.

• Demonstrated people leadership experience, including leading teams, setting

priorities, allocating resources, managing budgets, and building capability through

internal talent and external partners.

Education / Certifications / Licensing

• Bachelor’s degree in Education, Human Resources, Organizational Development,

Industrial / Organizational Psychology, People Strategy, Talent Management, or a related

field; equivalent experience may be considered.

• Master’s degree in Education, Organizational Development, Business Administration,

• Industrial / Organizational Psychology, People Strategy, or related field is preferred.
• Job requirements, including essential job responsibilities, key deliverables and
• outcomes, and success metrics, all subject to change based on business needs

Compensation

• FLSA Status: Exempt, Salaried
• Base Salary: $200,000-225,000
• Annual Incentive Plan: 30%
• Equity Eligible