The AVP, Global People Services (GPS) – Pathways sets the global strategy, operating model, and service vision for colleague lifecycle moments, including onboarding, job changes, transfers, leaves, exits, organizational change, M&A;, and other complex events.

This global leader ensures accurate, consistent, compliant, and experience-led delivery while balancing enterprise standards with local requirements. The role improves colleague experience, efficiency, controls, and service resilience, with high-touch oversight for executive, confidential, and business-critical transactions.

Key Accountabilities Set the global strategy for colleague pathways

Define the global Pathways strategy, roadmap, operating model, service standards, and decision rights.

Establish a scalable enterprise approach for colleague lifecycle events while accommodating local legal, regulatory, and cultural requirements.

Anticipate workforce needs and identify opportunities to improve service through digital capabilities and leading practices.

Own global pathway service delivery

Lead global delivery of high-volume, complex, and high-risk colleague transitions with accuracy, timeliness, care, and compliance.

Set process standards and escalation models that enable consistent regional execution.

Coordinate delivery across People & Comms, Payroll, Benefits, Mobility, Legal, Employee Relations, People Technology, People Partners, and business leaders.

Manage service risks, capacity constraints, process gaps, and downstream impacts while building accountability and continuous improvement.

Lead exceptional and VIP service delivery

Establish differentiated service and governance for executive, VIP, confidential, urgent,



and business-critical cases.

Oversee sensitive transitions and escalations requiring discretion, speed, accuracy, and senior judgment.

Define clear criteria for high-touch handling, stakeholder visibility, and executive escalation.

Exercise executive-level decision-making and influence

Make sound decisions in complex situations, balancing policy, colleague experience, risk, and business needs.

Advise and influence senior stakeholders on pathway strategy, priorities, dependencies, risks, and actions.

Resolve cross-functional ownership and accountability issues and represent GPS in senior enterprise forums.

Build trusted relationships through transparency, judgment, and dependable delivery.

Simplify, standardize, and scale transition processes through digital, automation, and AI

Build a digital-first mindset that challenges the team to solve service needs with technology, automation, and AI before adding manual work or capacity.

Simplify and standardize processes to reduce variation, handoffs, rework, escalations, and inconsistent colleague experiences.

Accelerate adoption of digital tools, workflow automation, self-service, analytics, and AI capabilities to improve quality, speed, scale, and operational efficiency.

Create scalable global playbooks, intake and routing models, controls,



and quality standards designed for automated and digitally enabled delivery.

Embed continuous improvement by using data, root-cause analysis, colleague feedback, and performance insights to identify, prioritize, and measure technology-enabled improvements.

Lead transformation of lifecycle operations

Build an integrated, digitally enabled global model that improves colleague experience, resilience, efficiency, and automation.

Lead teams through transformation while maintaining delivery stability, stakeholder readiness, and adoption.

Establish dashboards and performance routines that give senior leaders visibility into priorities, capacity, risks, and outcomes.

Develop global talent and a culture of ownership, learning, and service excellence.

Leadership Expectations

Operate as an enterprise leader, balancing colleague experience, efficiency, compliance, and business outcomes.

Exercise sound judgment, build trusted senior relationships, and create clarity and accountability across a global matrix.

Champion simplification, automation, continuous improvement, and a high-performing service culture.

Key Outcomes / Measures of Success

Clear global strategy, operating model, and performance visibility for Pathways.

Improved colleague experience, transaction accuracy, cycle time, data quality, and compliance.

Reduced defects, rework, escalations, manual processing, and downstream payroll or access issues.

Consistent global delivery with appropriate local flexibility and robust execution of executive, confidential, and complex cases.

Increased automation, stakeholder confidence, service resilience, and positiv

📌 AVP, Global People Services (Winnipeg)
🏢 Manulife
📍 Winnipeg