| Location | Westwood, MA |
Description
The Colleague Enablement Director is a highly influential strategic leader responsible for ensuring Retail and Private Client colleagues and leaders are ready, capable and confident to execute evolving business priorities. This leader owns the colleague enablement strategy and operating model that translates business priorities, transformation and change into capabilities, tools and experiences colleagues need to execute effectively.
Working in close partnership with the teams that own sales strategy, field execution, communications, talent and learning infrastructure, business owners define what the field must do and why; this leader owns how colleagues learn it, adopt it and sustain it. The Director sets the vision and roadmap for colleague enablement, determines how colleague-facing priorities are sequenced against field capacity and readiness, and establishes the standards used to determine whether the organization is prepared for significant change.
As the banking landscape continues to evolve, this leader will connect strategy to frontline execution, ensuring change is not simply communicated or launched, but successfully adopted, reinforced, measured and ultimately embedded into the way colleagues serve customers and operate the business every day.
Primary responsibilities include
Enablement Strategy, Portfolio and Capacity
Set and lead the colleague enablement strategy for Branch Distribution across sales and service, operations, digital capabilities and leadership development, translating evolving business priorities into coordinated strategies for Retail and Private Client colleagues.
Own the intake and prioritization process for colleague-facing initiatives, assessing business need, scope, risk, urgency and organizational capacity to determine what should move forward, be deferred or redirected.
Build and manage the enablement roadmap, thoughtfully sequencing initiatives against field capacity, competing priorities and other change already underway.
Anticipate demand, allocate team resources and identify trade-offs or capacity constraints that require leadership decisions.
Use adoption, effectiveness and outcome insights to determine which enablement solutions should be strengthened, scaled, redesigned or retired.
Readiness and Change Adoption
Own readiness standards and readiness gating for significant enterprise initiatives, product and process changes, technology releases, and NEXT role and routine changes.
Assess audience impact, leader preparedness, dependencies and launch risk, providing clear go, conditional-go or defer recommendations based on organizational readiness.
Lead change enablement across the full lifecycle, from initial readiness and launch through adoption, reinforcement and sustainment.
Develop sustainment strategies with field leaders that reinforce desired behaviors and capabilities, measure whether change is taking hold and ultimately embed successful practices into ongoing business routines.
Maintain a strong connection to the field to understand how change is experienced by colleagues and customers and use those insights to shape readiness strategies and solutions.
Onboarding and Ongoing Development
Own role-based onboarding journeys for Retail and Private Client colleagues, building the knowledge, skills and confidence required to progress from initial onboarding to independent proficiency.
Lead the design and evolution of role curricula, skill maps, learning pathways, practice opportunities, assessments and proficiency measures.
Establish ongoing and advanced development programs, including refreshers, leader development and career-readiness initiatives.
Strengthen frontline capability to deliver consultative, advice-led customer experiences that build deeper relationships and respond to evolving customer needs.
Partner with business and subject-matter experts to ensure development programs reflect current sales and service processes, customer value propositions and evolving business priorities.
Content, Playbooks and Knowledge Management
Translate business priorities into practical, intuitive playbooks, DILOs, job aids, process guides, conversation guides and leader coaching tools that help colleagues successfully execute in the field.
Engage business owners early in solution design, bringing a strategic point of view and ensuring enablement addresses the broader business objective rather than simply responding to individual requests.
Establish standards and governance for the full enablement-content lifecycle, including accuracy, review, version control, expiration and retirement.
Own the knowledge architecture for colleague enablement so colleagues and leaders can quickly locate current, accurate and relevant guidance.
Connect individual tools and materials to the broader enablement strategy, creating a cohesive colleague experience rather than a collection of stand-alone resources.
Measurement and Continuous Improvement
Define and monitor meaningful measures of enablement effectiveness, including completion, adoption, usage, time to proficiency and connections to business and performance outcomes.
Use field feedback, inspection findings and performance insights to identify systemic capability gaps and continuously improve enablement strategies and solutions.
Assess whether new behaviors and capabilities are being sustained beyond initial implementation rather than measuring success solely by completion or launch.