Talent Strategy Lead

About Us

VT Markets is an award-winning multi-asset brokerage trusted by over 3 million traders in over 160 countries with 500 employees - and growing. Founded in 2015 with the mission to make trading accessible to everyone, VT Markets offers a robust trading environment, over 1000 tradeable instructions, ultra-low spreads, and lightning-fast execution. We are committed to providing excellent customer service and empowering modern traders to seize market opportunities. Our platform allows traders to trade anytime, anywhere, supporting them in their journey to build a safe financial future.

Your Role in VT Markets

As the Talent Strategy Lead reporting to the Organizational Development Manager, you will be the architect and owner of VT Markets enterprise talent intelligence infrastructure and capability development strategy. Based in Kuala Lumpur with global impact across 7 regions, you will design, implement, and scale the frameworks that define how talent is structured, assessed, developed, and mobilized across the organization—from job architecture and competency models to career pathways, learning strategies, and strategic workforce planning. Partnering directly with business leaders and HRBPs, you will build the foundational talent systems that enable VT Markets to identify capability gaps, accelerate development, create clear career progression visibility, and translate business strategy into proactive workforce and capability plans—directly supporting the organization's ambitious growth from 500 to 800 employees and transformation into a high-performing, talent-dense organization.

What Makes You a Great Fit

Job Experience & Education

• 6-9 years of progressive HR experience with minimum 2-4 years in talent management, organizational effectiveness, or talent strategy roles in fast-growth technology, financial services, or multinational environments with demonstrated enterprise-wide impact.
• Bachelor's degree in Human Resources, Organizational Psychology, Business Administration, or related field required; Master's degree in HR, Organizational Development, or MBA preferred; certifications in competency framework design, talent management, job evaluation methodologies (Mercer IPE, Hay Group), or strategic workforce planning strongly valued.
• Proven track record designing and implementing job architecture, competency frameworks, career pathways, or learning strategies across multi-country organizations with demonstrable impact on talent clarity, capability development, retention, and business performance.

Technical and Functional Skills

• Deep expertise in job evaluation and leveling methodology, competency framework design, career architecture, and role capability modeling with ability to translate business strategy into integrated talent systems that scale globally while enabling regional flexibility.
• Advanced proficiency in HRIS systems (HiBob, Workday, or equivalent) and data analytics tools (Power BI, Tableau) for workforce analytics, capability gap analysis, succession pipeline visibility, and strategic workforce planning scenarios; ability to build executive-ready talent intelligence dashboards and predictive workforce models.
• Strategic capability in talent system integration with ability to connect job architecture, competencies, performance management, compensation, learning & development, and workforce planning into coherent talent ecosystem rather than fragmented point solutions.

Soft Skills

• Exceptional executive presence and stakeholder management capability with proven ability to engage C-suite leaders, functional heads, and regional managers to gather strategic inputs, build consensus on talent frameworks, and drive enterprise-wide adoption.
• Strategic business acumen with ability to translate business growth plans into talent requirements, capability development priorities, and workforce capacity models, positioning talent strategy as business enabler and competitive advantage.
• Strong analytical rigor combined with practical design thinking—able to architect sophisticated talent frameworks while ensuring usability, implementation feasibility, and manager adoption at scale across diverse organizational contexts.

Job Responsibilities

Enterprise Job Architecture & Career Framework

• Design and implement VT Markets enterprise-wide job architecture including job families, sub-families, career streams, and leveling framework providing consistent role classification, clear scope differentiation across levels (individual contributor, specialist, leadership tracks), and transparent career progression pathways across all functions and regions.
• Develop career architecture that creates visibility into advancement opportunities, lateral mobility options, and skill adjacency pathways enabling employees to understand what's next and build intentional career plans while supporting organizational talent mobility and internal talent marketplace development.
• Establish governance model for job architecture maintenance including role mapping processes, new role evaluation criteria, reclassification workflows, and regular architecture reviews ensuring framework remains current as organization scales and business evolves.

Competency Framework & Capability Models

• Architect VT Markets core and functional competency framework defining behavioral indicators at each proficiency level aligned with organizational values and strategic priorities, and build leadership competency profiles differentiating expectations across management tiers creating shared language for capability assessment, development, and succession planning.
• Develop role-specific capability models for critical and high-volume roles across major functions (Sales, Marketing, Client Relations, Customer Service & Operations, HR) defining knowledge, skills, and behaviors required for effective performance at each level, validated against actual high-performer patterns rather than generic HR templates.
• Partner with functional leaders and HRBPs to operationalize competency frameworks and capability models across talent processes including performance assessment criteria, selection and promotion decisions, development planning, and succession readiness evaluation.

Learning Strategy & Development Pathway Design

• Partner with Learning & Development team to translate competency frameworks and capability gap analysis into comprehensive learning strategy including role-based development pathways, skill progression curricula, leadership development programs, and capability acceleration initiatives directly addressing identified gaps at each career level.
• Design structured development pathways for critical career transitions (individual contributor to manager, functional specialist to strategic leader, regional to global roles) including learning milestones, experiential development components, stretch assignments, and readiness assessments supporting intentional talent development at scale.
• Establish learning effectiveness measurement framework connecting development investments to capability improvement, performance outcomes, and business impact enabling data-driven L&D prioritization and demonstrating ROI of capability-building programs to executive leadership.

Strategic Workforce Planning & Capability Gap Analysis

• Lead strategic workforce planning initiatives translating business strategy, growth plans, and market expansion scenarios into talent requirements, capability gap priorities, and workforce capacity models partnering with Finance, Business Intelligence, and business leaders to integrate people planning with financial forecasting supporting 56% organizational growth (500 to 800 employees).
• Design and execute enterprise-wide capability gap analysis assessing current talent against future skill requirements across functions and regions, producing structured insights for proactive talent acquisition, targeted development investment, critical role succession, and organizational design optimization.
• Build predictive workforce analytics models identifying capability risks, succession pipeline gaps, critical skill shortages, and talent density opportunities by function/region/level enabling Executive Committee to make proactive, evidence-based decisions on talent strategy, capability investments, and organizational design ahead of business demand.

Talent System Integration & Operationalization

• Establish direct integration between job architecture, competency frameworks, and adjacent HR systems including performance management (appraisal criteria grounded in role capabilities), compensation (leveling framework connected to pay bands and Total Rewards), learning & development (capability gaps driving development pathways), and succession planning (capability readiness informing succession decisions).
• Partner with Performance Management, C&B, and L&D teams to ensure seamless talent ecosystem where frameworks are operationalized rather than sitting in SharePoint, creating consistent talent language, reducing system fragmentation, and enabling managers to make integrated talent decisions.
• Develop talent analytics and reporting infrastructure providing executive visibility into talent density by function/level, capability gap patterns, career progression rates, internal mobility flows, and succession pipeline strength supporting strategic talent reviews and workforce planning decisions.