Head of Learning and Development Jobs
Head of Learning and Development jobs are open across healthcare, financial services, technology, and retail, from manager level to VP and Chief Learning Officer, with specializations in leadership development, instructional design, and talent management. Find a role that fits below and apply directly.
Find JobsOverview
Showing 5 of 6+ Head of Learning and Development jobs
Job Description
Requisition ID
Department
Job Function
Location
Role Location Designation
Location Designation: Hybrid - 3 days per week
Technology, Data, AI and Ventures:
Within the Tech, Data, AI, Ventures (TDAV) organization, our work is guided by a shared vision: deploying the power of technology, data, AI and ventures to accelerate sustainable competitive advantage for New York Life's businesses. We build solutions that power how we serve policy owners, agents, advisors and employees while delivering measurable business outcomes.
Across technology, data, AI, cyber, product, digital experience, architecture and infrastructure, TDAV combines the scale and investment of an industry leader, access to leading-edge technologies and the opportunity to help shape how a world-class financial services company competes in the AI era - all backed by the stability and purpose of a mutual company built to last.
Purpose of the Role
The Head of Technology Learning & Development provides strategic leadership for enterprise-wide technology capability building, ensuring the organization develops the skills, mindsets, and practices needed to execute on its transformation agenda, deliver at an agile speed, and thrive in an AI-augmented environment.
Working in close partnership with the VP of Tech Strategy Execution and the VP of Delivery CoE, this role translates technology and delivery strategy into measurable learning technology outcomes - closing capability gaps, accelerating adoption of new ways of working, and building a culture of continuous growth.
Key Responsibilities
1. Strategic Technology Learning Leadership
Define and drive a multi-year technology learning and development strategy, aligned to the enterprise learning strategy and to organizational priorities across Transformation, Technology Delivery, and AI.
- Serve as the enterprise authority on technology learning strategy, translating technology objectives into capability development roadmaps with clear milestones and success measures.
- Partner with the VP of Tech Strategy Execution to embed learning as a core lever of organizational change, ensuring change-readiness programs are designed alongside—not after—transformation initiatives.
- Partner with the VP of Delivery CoE to align curricula with delivery maturity goals, ensuring learning enables teams to adopt agile, iterative, and outcome-driven delivery practices in real time.
- Govern the technology L&D portfolio: investment prioritization, vendor/platform strategy, and build-vs-buy decisions for technology capability development, coordinating with the enterprise L&D CoE.
- Represent technology learning at the executive level, reporting on capability progress against transformation and delivery priorities on a quarterly basis.
2. Agile Capability Development
In Partnership with the VP of Delivery CoE
Design, scale, and continuously evolve an enterprise-wide Agile learning curriculum that enables teams at every level to deliver with speed, discipline, and customer-centricity.
- Build a tiered Agile curriculum spanning Scrum, Kanban, SAFe (Scaled Agile Framework), and iterative delivery practices—tailored to functional, cross-functional, and leadership audiences.
- Develop role-based learning paths in collaboration with the VP of Delivery CoE for Product Owners, Scrum Masters, Delivery Leads, Technical Leads, and Business Stakeholders.
- Build internal Agile coaching and facilitation capacity, training and certifying a cadre of enterprise coaches who embed agile mindsets at the team and program level.
- Establish closed feedback loops between delivery retrospectives and L&D design—ensuring the learning portfolio continuously evolves with delivery maturity and real-world team challenges.
- Create assessment frameworks to measure agile capability growth and correlate learning participation with delivery velocity, quality, and predictability outcomes.
- Align L&D Agile enablement with the VP of Delivery CoE's OKRs and delivery health metrics, making capability progress visible in delivery dashboards.
3. Agentic AI & AI Fluency
In Partnership with the VP of Tech Strategy Execution and the Enterprise L&D CoE
Lead the design and enterprise-wide deployment on digital and AI fluency framework that equips every employee—from frontline contributors to senior leaders—with the knowledge, confidence, and practical skills to work effectively alongside AI systems and agentic tools.
- Contribute SME thought leadership and technology-specific content to the enterprise AI fluency taxonomy with three capability tiers:
- Awareness: Foundational AI literacy for all employees (enterprise-led).
- Practitioner: Applied AI and prompt engineering for operational roles.
- Advanced: Agentic workflow design, AI governance, and AI-human teaming for technical and leadership roles.
- Partner with the VP of Tech Strategy Exeuction to integrate AI literacy into all active transformation workstreams—ensuring adoption of agentic workflows is always paired with targeted, just-in-time learning and structured change support.
- Design and deploy immersive agentic AI learning experiences—including sandbox environments, live use-case simulations, and cohort-based practice labs—that build real-world competency, not just theoretical awareness.
- Contribute to enterprise governance standards for AI-enabled and AI-generated learning content, including ethical use guidelines, bias and accuracy review processes, and frameworks for when and how agentic learning tools are deployed.
- Partner with the enterprise L&D team on enabling enterprise AI Champions network, to develop and support AI Champions and Learning Coaches who drive peer-to-peer AI capability building at scale across business units.
- Track AI fluency progression across the organization using defined proficiency benchmarks and report on workforce AI readiness as a strategic workforce planning metric.
4. Technology Learning & Upskilling
Own the technical skills strategy for the technology workforce, ensuring the workforce continuously builds the technology capabilities required to support current delivery and future innovation priorities.
- Maintain and govern the technology domain skills taxonomy, as part of the enterprise skills initiative taxonomy with the enterprise L&D CoE and HR, covering priority domains: cloud computing, data & analytics, DevOps/platform engineering, cybersecurity, AI/ML engineering, and modern software delivery practices.
- Design role-based technology learning paths in partnership with Engineering, Architecture, and Product leadership—mapped to current capability gaps and future skills demand derived from workforce and technology roadmaps.
- Manage a strategic ecosystem of external technology learning platforms, technology certification providers, and academic or bootcamp partners to accelerate technology upskilling at scale without solely relying on build.
- Lead adoption of immersive and applied learning modalities for technical training—including cloud labs, coding sandboxes, AI-powered practice tools, and simulation environments—to improve learning transfer and real-world application.
- Partner with HR and the enterprise L&D CoE, who lead the enterprise skills intelligence infrastructure, to provide technology skills taxonomy, proficiency mapping, gap analysis dashboards, and longitudinal tracking—to inform technology workforce planning, internal mobility, and succession decisions.
- Partner with Talent Acquisition and HR Business Partners to position L&D upskilling as a retention and attraction lever, reducing dependency on external hiring for critical technical skills.
5. Learning Effectiveness & Measurement
Define the standards by which learning success is measured across the enterprise, ensuring L&D investment is demonstrably linked to business outcomes.
- Own KPIs spanning four dimensions:
- Learning Reach & Engagement
- Skill Proficiency Progression
- Business Impact Correlation: Linked to delivery, transformation, and AI adoption metrics.
- Program ROI
- Build a learning analytics capability that generates actionable insights from learner data, enabling continuous improvement of program design, content, and delivery modality.
- Implement a 70-20-10 measurement philosophy—quantifying not just formal learning completions, but applied practice on the job, peer coaching, and experiential learning outcomes.
- Report quarterly to the CHRO, VP of Tech Strategy Execution, and VP of Delivery CoE on capability progress, portfolio effectiveness, and emerging skills gaps with recommended interventions, with visibility and alignment to the CHRO and enterprise L&D leadership.
6. Organizational Leadership & Culture
Build and lead a high-performing technology learning team and serve as an enterprise advocate within the technology organization for a culture where learning is continuous, deliberate, and embedded in the flow of work.
- Lead, develop, and inspire a technology learning team with expertise spanning modern instructional design, learning technology, performance consulting, and facilitation—organized to support enterprise technology training needs at speed, partnering and drawing on the enterprise L&D CoE's shared expertise and services.
- Foster a culture of psychological safety and experimentation where learning from failure, iterating on approaches, and sharing knowledge are actively rewarded.
- Champion continuous learning as a leadership behavior—partnering with the HR function and the enterprise L&D CoE to embed learning commitments into performance frameworks, leadership competencies, and talent reviews.
- Serve as an external thought leader and enterprise spokesperson on learning technology innovation, AI in L&D, and workforce capability—representing the technology organization at industry forums, with vendor partners, and in talent market positioning.
Basic Qualifications
- Bachelor’s degree in Computer Science, Information Technology, Engineering, Human Resources, Organizational Development, Business Administration, or a related field, or equivalent professional experience.
- 10+ years of progressive experience in technology, learning and development, enterprise transformation, or workforce capability development, including experience supporting technology-driven organizations.
- 5+ years of experience leading teams, enterprise learning programs, or large-scale technology capability development and transformation initiatives.
- Demonstrated experience developing and executing learning and capability development strategies that support technology transformation, Agile delivery practices, workforce upskilling, and adoption of emerging technologies.
- Strong understanding of modern technology environments, including cloud computing, software engineering, data and analytics, Agile methodologies, and emerging AI technologies, with the ability to translate technical concepts into effective learning and development programs.
- Demonstrated experience driving workforce AI fluency and adoption initiatives, with an understanding of generative AI, agentic AI capabilities, AI-enabled workflows, and their application to enterprise transformation and workforce development.
- Proven ability to partner with senior technology and leaders, influence cross-functional stakeholders, and leverage learning analytics and performance metrics to measure capability development and business impact.
Job Level: LEVELMG3
Pay Transparency
Salary Range: $160,000-$228,500
Overtime eligible: Exempt
Discretionary bonus eligible: Yes
Sales bonus eligible: No
Actual base salary will be determined based on several factors but not limited to individual’s experience, skills, qualifications, and job location. Additionally, employees are eligible for an annual discretionary bonus. In addition to base salary, employees may also be eligible to participate in an incentive program.
Company Overview
At New York Life, our 180-year legacy of purpose and integrity fuels our future. As we evolve into a more technology-, data-, and AI-enabled organization, we remain grounded in the values that drive lasting impact.
Our diverse business portfolio creates opportunities to make a difference across industries and communities—inviting bold thinking, collaborative problem-solving, and purpose-driven innovation. Here, you’ll find the rare balance of long-standing stability and forward momentum, supported by an inclusive team that honors tradition while embracing progress.
As a Fortune 100 mutual company, we offer a place to grow your skills, contribute to meaningful work, and deliver solutions that matter. Your ideas drive what’s next, and your growth powers it.
Our Benefits
We provide a full package of benefits for employees – and have unique offerings for a modern workforce, including leave programs, adoption assistance, and student loan repayment programs. Based on feedback from our employees, we continue to refine and add benefits to our offering, so that you can flourish both inside and outside of work. Click here to discover more about our comprehensive benefit options or visit our NYL Benefits Site.
Our Commitment to Inclusion
At New York Life, fostering an inclusive workplace is fundamental to who we are and how we serve our communities. We have a longstanding commitment to creating an environment where individuals can contribute their best and succeed together. This foundation is rooted in our core values of humanity and integrity, ensuring that every employee feels valued and supported. By embracing a broad range of perspectives and experiences, we achieve greater success and fulfill our promise of providing financial security and peace of mind to families across all communities. Click here to learn more about New York Life’s leadership in this space.
Recognized as one of Fortune’s World’s Most Admired Companies, New York Life is committed to improving local communities through a culture of employee giving and volunteerism, supported by the Foundation. We're proud that due to our mutuality, we operate in the best interests of our policy owners. To learn more about career opportunities at New York Life, please visit the Careers page of www.NewYorkLife.com.
Job Requisition ID: 95216
Job Description
Requisition ID
Department
Job Function
Location
Role Location Designation
Location Designation: Hybrid - 3 days per week
Technology, Data, AI and Ventures:
Within the Tech, Data, AI, Ventures (TDAV) organization, our work is guided by a shared vision: deploying the power of technology, data, AI and ventures to accelerate sustainable competitive advantage for New York Life's businesses. We build solutions that power how we serve policy owners, agents, advisors and employees while delivering measurable business outcomes.
Across technology, data, AI, cyber, product, digital experience, architecture and infrastructure, TDAV combines the scale and investment of an industry leader, access to leading-edge technologies and the opportunity to help shape how a world-class financial services company competes in the AI era - all backed by the stability and purpose of a mutual company built to last.
Purpose of the Role
The Head of Technology Learning & Development provides strategic leadership for enterprise-wide technology capability building, ensuring the organization develops the skills, mindsets, and practices needed to execute on its transformation agenda, deliver at an agile speed, and thrive in an AI-augmented environment.
Working in close partnership with the VP of Tech Strategy Execution and the VP of Delivery CoE, this role translates technology and delivery strategy into measurable learning technology outcomes - closing capability gaps, accelerating adoption of new ways of working, and building a culture of continuous growth.
Key Responsibilities
1. Strategic Technology Learning Leadership
Define and drive a multi-year technology learning and development strategy, aligned to the enterprise learning strategy and to organizational priorities across Transformation, Technology Delivery, and AI.
- Serve as the enterprise authority on technology learning strategy, translating technology objectives into capability development roadmaps with clear milestones and success measures.
- Partner with the VP of Tech Strategy Execution to embed learning as a core lever of organizational change, ensuring change-readiness programs are designed alongside—not after—transformation initiatives.
- Partner with the VP of Delivery CoE to align curricula with delivery maturity goals, ensuring learning enables teams to adopt agile, iterative, and outcome-driven delivery practices in real time.
- Govern the technology L&D portfolio: investment prioritization, vendor/platform strategy, and build-vs-buy decisions for technology capability development, coordinating with the enterprise L&D CoE.
- Represent technology learning at the executive level, reporting on capability progress against transformation and delivery priorities on a quarterly basis.
2. Agile Capability Development
In Partnership with the VP of Delivery CoE
Design, scale, and continuously evolve an enterprise-wide Agile learning curriculum that enables teams at every level to deliver with speed, discipline, and customer-centricity.
- Build a tiered Agile curriculum spanning Scrum, Kanban, SAFe (Scaled Agile Framework), and iterative delivery practices—tailored to functional, cross-functional, and leadership audiences.
- Develop role-based learning paths in collaboration with the VP of Delivery CoE for Product Owners, Scrum Masters, Delivery Leads, Technical Leads, and Business Stakeholders.
- Build internal Agile coaching and facilitation capacity, training and certifying a cadre of enterprise coaches who embed agile mindsets at the team and program level.
- Establish closed feedback loops between delivery retrospectives and L&D design—ensuring the learning portfolio continuously evolves with delivery maturity and real-world team challenges.
- Create assessment frameworks to measure agile capability growth and correlate learning participation with delivery velocity, quality, and predictability outcomes.
- Align L&D Agile enablement with the VP of Delivery CoE's OKRs and delivery health metrics, making capability progress visible in delivery dashboards.
3. Agentic AI & AI Fluency
In Partnership with the VP of Tech Strategy Execution and the Enterprise L&D CoE
Lead the design and enterprise-wide deployment on digital and AI fluency framework that equips every employee—from frontline contributors to senior leaders—with the knowledge, confidence, and practical skills to work effectively alongside AI systems and agentic tools.
- Contribute SME thought leadership and technology-specific content to the enterprise AI fluency taxonomy with three capability tiers:
- Awareness: Foundational AI literacy for all employees (enterprise-led).
- Practitioner: Applied AI and prompt engineering for operational roles.
- Advanced: Agentic workflow design, AI governance, and AI-human teaming for technical and leadership roles.
- Partner with the VP of Tech Strategy Exeuction to integrate AI literacy into all active transformation workstreams—ensuring adoption of agentic workflows is always paired with targeted, just-in-time learning and structured change support.
- Design and deploy immersive agentic AI learning experiences—including sandbox environments, live use-case simulations, and cohort-based practice labs—that build real-world competency, not just theoretical awareness.
- Contribute to enterprise governance standards for AI-enabled and AI-generated learning content, including ethical use guidelines, bias and accuracy review processes, and frameworks for when and how agentic learning tools are deployed.
- Partner with the enterprise L&D team on enabling enterprise AI Champions network, to develop and support AI Champions and Learning Coaches who drive peer-to-peer AI capability building at scale across business units.
- Track AI fluency progression across the organization using defined proficiency benchmarks and report on workforce AI readiness as a strategic workforce planning metric.
4. Technology Learning & Upskilling
Own the technical skills strategy for the technology workforce, ensuring the workforce continuously builds the technology capabilities required to support current delivery and future innovation priorities.
- Maintain and govern the technology domain skills taxonomy, as part of the enterprise skills initiative taxonomy with the enterprise L&D CoE and HR, covering priority domains: cloud computing, data & analytics, DevOps/platform engineering, cybersecurity, AI/ML engineering, and modern software delivery practices.
- Design role-based technology learning paths in partnership with Engineering, Architecture, and Product leadership—mapped to current capability gaps and future skills demand derived from workforce and technology roadmaps.
- Manage a strategic ecosystem of external technology learning platforms, technology certification providers, and academic or bootcamp partners to accelerate technology upskilling at scale without solely relying on build.
- Lead adoption of immersive and applied learning modalities for technical training—including cloud labs, coding sandboxes, AI-powered practice tools, and simulation environments—to improve learning transfer and real-world application.
- Partner with HR and the enterprise L&D CoE, who lead the enterprise skills intelligence infrastructure, to provide technology skills taxonomy, proficiency mapping, gap analysis dashboards, and longitudinal tracking—to inform technology workforce planning, internal mobility, and succession decisions.
- Partner with Talent Acquisition and HR Business Partners to position L&D upskilling as a retention and attraction lever, reducing dependency on external hiring for critical technical skills.
5. Learning Effectiveness & Measurement
Define the standards by which learning success is measured across the enterprise, ensuring L&D investment is demonstrably linked to business outcomes.
- Own KPIs spanning four dimensions:
- Learning Reach & Engagement
- Skill Proficiency Progression
- Business Impact Correlation: Linked to delivery, transformation, and AI adoption metrics.
- Program ROI
- Build a learning analytics capability that generates actionable insights from learner data, enabling continuous improvement of program design, content, and delivery modality.
- Implement a 70-20-10 measurement philosophy—quantifying not just formal learning completions, but applied practice on the job, peer coaching, and experiential learning outcomes.
- Report quarterly to the CHRO, VP of Tech Strategy Execution, and VP of Delivery CoE on capability progress, portfolio effectiveness, and emerging skills gaps with recommended interventions, with visibility and alignment to the CHRO and enterprise L&D leadership.
6. Organizational Leadership & Culture
Build and lead a high-performing technology learning team and serve as an enterprise advocate within the technology organization for a culture where learning is continuous, deliberate, and embedded in the flow of work.
- Lead, develop, and inspire a technology learning team with expertise spanning modern instructional design, learning technology, performance consulting, and facilitation—organized to support enterprise technology training needs at speed, partnering and drawing on the enterprise L&D CoE's shared expertise and services.
- Foster a culture of psychological safety and experimentation where learning from failure, iterating on approaches, and sharing knowledge are actively rewarded.
- Champion continuous learning as a leadership behavior—partnering with the HR function and the enterprise L&D CoE to embed learning commitments into performance frameworks, leadership competencies, and talent reviews.
- Serve as an external thought leader and enterprise spokesperson on learning technology innovation, AI in L&D, and workforce capability—representing the technology organization at industry forums, with vendor partners, and in talent market positioning.
Basic Qualifications
- Bachelor’s degree in Computer Science, Information Technology, Engineering, Human Resources, Organizational Development, Business Administration, or a related field, or equivalent professional experience.
- 10+ years of progressive experience in technology, learning and development, enterprise transformation, or workforce capability development, including experience supporting technology-driven organizations.
- 5+ years of experience leading teams, enterprise learning programs, or large-scale technology capability development and transformation initiatives.
- Demonstrated experience developing and executing learning and capability development strategies that support technology transformation, Agile delivery practices, workforce upskilling, and adoption of emerging technologies.
- Strong understanding of modern technology environments, including cloud computing, software engineering, data and analytics, Agile methodologies, and emerging AI technologies, with the ability to translate technical concepts into effective learning and development programs.
- Demonstrated experience driving workforce AI fluency and adoption initiatives, with an understanding of generative AI, agentic AI capabilities, AI-enabled workflows, and their application to enterprise transformation and workforce development.
- Proven ability to partner with senior technology and leaders, influence cross-functional stakeholders, and leverage learning analytics and performance metrics to measure capability development and business impact.
Job Level: LEVELMG3
Pay Transparency
Salary Range: $160,000-$228,500
Overtime eligible: Exempt
Discretionary bonus eligible: Yes
Sales bonus eligible: No
Actual base salary will be determined based on several factors but not limited to individual’s experience, skills, qualifications, and job location. Additionally, employees are eligible for an annual discretionary bonus. In addition to base salary, employees may also be eligible to participate in an incentive program.
Company Overview
At New York Life, our 180-year legacy of purpose and integrity fuels our future. As we evolve into a more technology-, data-, and AI-enabled organization, we remain grounded in the values that drive lasting impact.
Our diverse business portfolio creates opportunities to make a difference across industries and communities—inviting bold thinking, collaborative problem-solving, and purpose-driven innovation. Here, you’ll find the rare balance of long-standing stability and forward momentum, supported by an inclusive team that honors tradition while embracing progress.
As a Fortune 100 mutual company, we offer a place to grow your skills, contribute to meaningful work, and deliver solutions that matter. Your ideas drive what’s next, and your growth powers it.
Our Benefits
We provide a full package of benefits for employees – and have unique offerings for a modern workforce, including leave programs, adoption assistance, and student loan repayment programs. Based on feedback from our employees, we continue to refine and add benefits to our offering, so that you can flourish both inside and outside of work. Click here to discover more about our comprehensive benefit options or visit our NYL Benefits Site.
Our Commitment to Inclusion
At New York Life, fostering an inclusive workplace is fundamental to who we are and how we serve our communities. We have a longstanding commitment to creating an environment where individuals can contribute their best and succeed together. This foundation is rooted in our core values of humanity and integrity, ensuring that every employee feels valued and supported. By embracing a broad range of perspectives and experiences, we achieve greater success and fulfill our promise of providing financial security and peace of mind to families across all communities. Click here to learn more about New York Life’s leadership in this space.
Recognized as one of Fortune’s World’s Most Admired Companies, New York Life is committed to improving local communities through a culture of employee giving and volunteerism, supported by the Foundation. We're proud that due to our mutuality, we operate in the best interests of our policy owners. To learn more about career opportunities at New York Life, please visit the Careers page of www.NewYorkLife.com.
Job Requisition ID: 95216
See All 6 Head of Learning and Development Jobs
Find roles that match your experience and apply in just a few clicks.
Find JobsHead of Learning and Development Job Market
Who's Hiring
What Employers Look For
The qualifications that appear most often in head of learning and development jobs.
- 7 or more years of experience in learning and development or organizational development
- Proven ability to design and execute enterprise-wide learning strategies
- Experience managing L&D teams and external vendor relationships
- Proficiency with learning management systems and e-learning authoring tools
- Bachelor's or master's degree in instructional design, organizational psychology, or a related field
- Certification such as ATD CPTD or SHRM-SCP preferred by many employers
Tips for Your Head of Learning and Development Job Search
Quantify learning outcomes on your resume
Heads of L&D get screened out for listing programs they built without showing impact. Replace 'designed onboarding program' with completion rates, time-to-productivity improvements, or reduction in early attrition tied directly to your initiatives.
Apply early to roles that fit
Migrate Mate lists head of learning and development openings from across the United States in one place, so you can find roles that match and apply directly to each listing.
Align your portfolio to business strategy
Hiring managers for this role want evidence you connect learning to business goals, not just content delivery. Bring one or two case studies showing how a program you owned moved a metric the business cared about, like retention or revenue enablement.
Target companies by L&D maturity stage
A startup building its L&D function from scratch requires a different pitch than a mature enterprise optimizing an existing academy. Tailor your application language to whether you're positioning as a builder, a scaler, or a transformational leader.
Prepare for a skills gap analysis exercise
Many L&D interviews include a live or take-home exercise where you diagnose a fictitious workforce gap and propose a learning solution. Practice walking through a needs assessment process out loud, naming tools, timelines, and stakeholder alignment steps.
Negotiate scope before you negotiate compensation
Before accepting an offer, clarify budget authority, headcount, and whether L&D reports into HR or directly to the C-suite. These structural factors shape your ability to deliver results more than title or compensation level.
Head of Learning and Development Jobs: Frequently Asked Questions
Which companies are hiring the most head of learning and developments?
The companies hiring the most head of learning and developments right now include MAERSK, SharkNinja, and New York Life, with the largest share of openings in Florida, New York, and Massachusetts, based on current listings on Migrate Mate as of November 2026. Healthcare systems, large financial institutions, and enterprise technology companies consistently post the highest volume of these roles.
How many head of learning and development jobs are remote?
About 100% of head of learning and development openings are fully remote or hybrid as of November 2026, reflecting strong employer flexibility at this seniority level. Roles focused on digital learning strategy and e-learning program management tend to be the most remote-friendly, while positions requiring on-site facilitation or close executive partnership are more likely to require regular in-office presence.
How do you become a head of learning and development?
Most people reach this role by progressing through L&D specialist, manager, and director positions while building a portfolio of enterprise programs with measurable business impact. Earning a recognized certification, developing experience with learning technology platforms, and demonstrating the ability to lead teams and manage budgets are the steps that most consistently lead to head-level roles.
Can you get hired as a head of learning and development without direct leadership experience?
It's uncommon but possible if you've led cross-functional L&D projects with significant organizational reach, even without direct reports. Employers in this situation want evidence you've influenced at scale, managed external vendors or program budgets, and presented to senior leadership, treating those experiences as proxies for formal people management.
What does the head of learning and development interview process look like?
The process typically runs three to four rounds, starting with an HR screen focused on background and culture fit, followed by a competency interview with the CHRO or a VP of HR, and then a panel or executive round. Many employers include a strategic presentation or skills gap exercise where you diagnose a learning need and pitch a solution, often delivered to a cross-functional audience.
Where can I find and apply to head of learning and development jobs?
You can find and apply to head of learning and development jobs on Migrate Mate, which lists current openings from across the United States. Search the listings to find roles that match your experience and location preference, then apply directly to each one that fits.
See All 6 Head of Learning and Development Jobs
Find roles that match your experience and apply in just a few clicks.
Find Jobs