Learning and Development Manager

PLVision

Що робити

✅ Strategy: Build and run an L&D plan tied to business and skills needs — not a catalog of training for its own sake
✅ Learning needs: Work with engineering, delivery, and corporate leads to identify where skills are thin, where onboarding is slow, and where managers are asking for help
✅ Programs: Design and launch practical paths for onboarding, technical upskilling, leadership, and interpersonal skills. Mix internal experts, on-the-job learning, and external providers. Buy what we should buy; build what we should build
✅ Adoption: Make learning actively used, not just assigned. That means managers protecting time, people knowing what “good” looks like, and closing the loop when a program is ignored
✅ Vendors and budget: Own the L&D budget: Choose platforms and trainers (for example, Coursera, Udemy, or specialist coaches) based on value, not logos. Retire what does not earn its place

🔹4+ years in learning and development (or talent development with real program ownership), including evidence of building a function from a thin start, preferably in tech or another fast-changing environment
🔹Able to run this as a “team of one”: plan, facilitate, write, buy, and follow up without a coordinator supporting you
🔹Comfortable enough with data to report clearly (spreadsheets and straightforward dashboards are fine), showing that learning changed how people work, not just that they completed a module
🔹Able to work with senior stakeholders, including department heads and, when needed, C-level leadership, with the confidence to say no when a request is not the priority
🔹Working knowledge of current L&D practices (for example, short-form learning, peer learning, and blended paths) without needing to chase every trend