Talent Development Lead d/f/m

RWE Supply & Trading (RWEST) is looking for a Talent Development Lead to join our Global Human Resources division, based in Essen. In this role, you will shape and drive RWEST’s approach to identifying, developing and engaging talent across the organisation. With a focus on leadership potentials below executive level, expert talent, early talent and business-critical talent groups, you will ensure that we build strong and sustainable talent pipelines aligned with current and future business needs. 

You will take strategic ownership of our talent development portfolio, translating business and people priorities into clear talent approaches, development journeys and scalable solutions. Working closely with Global People Partners, Leadership Development, senior business stakeholders and other HR teams, you will ensure that talent identification, development and succession processes connect effectively while maintaining clear ownership across the respective areas. 

As part of the HR People & Organisational Development team, you will play a key role in implementing our people strategy and continuously evolve how RWEST develops talent in an international and fast-moving business environment. 

About the role 

• Talent Development Strategy & Portfolio Ownership: Shape and continuously evolve RWEST’s talent development strategy and portfolio for leadership potentials below executive level, expert talent, early talent and business-critical talent groups (e.g. Commercial & IT), ensuring strong alignment with business priorities, capability needs and our wider people strategy.
• Talent Identification & Talent Reviews: Lead structured approaches to identifying talent and potential across relevant talent groups. Design and steer selection and assessment processes, facilitate talent discussions and translate insights into meaningful development actions. Partner closely with relevant HR teams where performance insights inform talent identification.
• Talent Pipelines & Succession Interface: Build visibility of critical talent populations and strengthen sustainable pipelines for future leadership, expert and business-critical roles. Work closely with Leadership Development and relevant succession stakeholders to ensure that talent development and succession approaches connect effectively and identified talent is prepared for future opportunities.
• Development Architecture & Journeys: Design differentiated and impactful development approaches for RWEST’s talent populations, combining structured programmers, experiential learning, networking, mentoring, exposure and individual development opportunities. Ensure development journeys address both individual potential and future organisational capability needs.
• Strategic Programme Leadership: Own and continuously develop key talent formats such as the E-Level Programme, Leadership Essentials Programme and Traders Training. Set strategic direction and quality standards, steer delivery and ensure programmes remain relevant, scalable and impactful rather than focusing primarily on operational coordination.
• Business & Stakeholder Partnership: Act as a trusted partner to senior leaders and HR colleagues on talent development topics. Translate business challenges and future capability requirements into talent solutions and provide guidance on the development of key talent populations.
• Talent Engagement & Career Development: Create meaningful development and career experiences that strengthen engagement and retention of key talent. Enable talent to build relevant capabilities, networks and organisational exposure and support an environment in which individuals can take ownership of their development.
• Impact, Analytics & Continuous Improvement: Define relevant success measures for talent initiatives, use qualitative and quantitative insights to assess impact and continuously improve the portfolio. Leverage talent data, participant and stakeholder feedback and external best practices to inform decisions and recommendations.
• Innovation & Future-Focused Learning: Identify and introduce new approaches to talent development, including digital and AI-supported learning, scalable development formats and innovative methods that respond to evolving business and workforce needs.
• Programme Governance & Delivery: Establish clear governance, standards and timelines across the talent development portfolio and steer internal and external partners to ensure high-quality execution. Remain close enough to delivery to ensure an excellent participant experience while maintaining focus on strategic ownership and impact.