Leadership Development Director

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Now more than ever, our guiding principles are helping us in our search for exceptional talent - candidates who align with our unique workplace culture and who want to maximize the abundant opportunities for growth and success.

If this describes you then let’s talk!

HSS is consistently among the top-ranked hospitals for orthopedics and rheumatology by U.S. News & World Report. As a recipient of the Magnet Award for Nursing Excellence, HSS was the first hospital in New York City to receive the distinguished designation. Whether you are early in your career or an expert in your field, you will find HSS an innovative, supportive and inclusive environment.

Working with colleagues who love what they do and are deeply committed to our Mission, you too can be part of our transformation across the enterprise.

Emp Status

Regular Full time

Work Shift

Compensation Range

The base pay scale for this position is $0.00 - $0.00. In addition, this position will be eligible for additional benefits consistent with the role. The salary of the finalist selected for this role will be determined based on various factors, including but not limited to: scope of role, level of experience, education, accomplishments, internal equity, budget, and subject to Fair Market Value evaluation. The hiring range listed is a good faith determination of potential compensation at the time of this job advertisement and may be modified in the future.

What you will be doing

Leadership Development Director

Hybrid - NYC (3 days)

Reporting to the Vice President, Talent Management, the Director, Leadership Development builds the leadership capability HSS's strategy depends on. You will architect the HSS Way of Leading and run leadership development as a coherent portfolio of learning products, each with a clear user, a roadmap and a measure of impact, rather than a calendar of programs. We are creating a leadership system.

You will think like a product owner and a workforce strategist – you will be systems focused and actively help drive workforce strategy – Ex. which leaders will HSS need in three, five and ten years? Which skills will they need? How do we build them at speed, and how do we use AI to personalize and scale the experience? You are an architect who also does the work: you will design, facilitate and coach, not only direct. You will lead a Senior L&D Consultant, partner with the Director, Learning & Systems on the platforms and foundations every program runs on, partner with the Director, Talent Management on succession and mobility, and work with the Enterprise Learning Council (ELC) and the Educational Institute (EI) so learning at HSS stays one coherent system.

A leader who is deeply curious, invites dissent, challenges ideas without diminishing people, and multiplies the thinking of those around them, building for where HSS needs to be, not just where it is today. Key attributes include:

• A product thinker: treats programs as products with users, trade-offs, a roadmap and a point at which they are retired.

• A systems thinker: sees how leadership development connects to performance, succession, mobility and patient outcomes.

• Future-wise: reads workforce signals and turns them into a capability plan.

• An AI learning strategist: knows where AI personalizes, coaches and accelerates, where human judgment must stay, and how to govern the difference.

• Influential at every level: credible with surgeons, nursing leaders and executives, and able to shape a decision as well as design a program.

• A builder of systems and people: develops a small team and treats its growth as part of the job.

• Data-informed and outcome-obsessed: judges’ success by business results and skills readiness, not attendance or satisfaction scores.

• Collaborative across boundaries: works through others and actively avoids learning silos.

• Driven and committed: not easily dissuaded or held back from achieving optimal outcomes

KEY RESPONSIBILITIES

Leadership strategy and portfolio

• Define and own the HSS Way of Leading and the leadership curriculum architecture across the development ladder (from aspiring Leaders, front line, mid-level and executive leadership), with a clear thread of connectivity so every tier speaks the same leadership language.

• Manage the leadership portfolio as products: roadmaps, funding trade-offs, scale-or-retire decisions, and a sequenced 2027 -2030 build.

• Shape the path from today's programs toward a Healthcare Leadership Academy that embeds, consolidates and extends what already works across HSS.

Skills-based organization, mobility and succession

• Own leadership readiness: define leadership skills and readiness measures with Talent Management, using Workday skills and talent data to see where capability is strong and where it is thin, and make sure leadership programs are tagged to those skills.

• Contribute leadership capability insight to workforce planning, succession and mobility decisions, so development builds the bench that succession planning identifies.

AI-enabled learning

• Set the approach for AI in leadership learning: personalization, AI-supported coaching and AI-assisted content, with guardrails and quality standards for validating AI output.

• Evaluate AI learning and coaching tools with IT and vendors, and decide what is piloted, scaled or declined.

Assessments, delivery and coaching

• Own the leadership assessment and tools suite (Ex. 360, DiSC, Strengths Finder, Multipliers) and the debrief model that turns results into development plans.

• Facilitate leadership programs, prepare internal and per diem facilitators – ensure all operate to HSS standards.

Measurement and business impact

• Agree business measures with executive sponsors before each program is built, and report on them: leadership favorability, manager-rated behavior change, capability movement after 360 debriefs, skills readiness and performance improvement.

• Report on portfolio performance to the VP and the CPO at least twice a year.

Partnership and governance

• Serve with the Director, Learning & Systems on the ELC, and partner with the Educational Institute (EI), whose team designs and builds learning, to align content and avoid duplication.

• Set content governance for leadership learning: quality standards, AI guardrails, review cycles and decision rights, and approve briefs and design direction with EI.

• Manage external vendors and academic partners.

HOW THIS ROLE IS MEASURED

In the first 18 months: the HSS Way of Leading clearly understood, adopted and in use. Example: Leadership Essentials, Mid-Level Leadership programs have active cohorts running; assessments in place with debriefs; a lift in Leaders favorability ratings at the next engagement survey; behavior shifts for program participants; a published portfolio roadmap with retire-or-scale decisions made. Coherent ecosystem in place supported by a credible development strategy that is understood, funded and executed.

Non-Discrimination Policy
Hospital for Special Surgery is committed to providing high quality care and skilled, compassionate, reliable service to our community in a safe and healing environment. Consistent with this commitment, Hospital for Special Surgery provides care, admits, and treats patients and provides all services without regard to age, race, color, creed, ethnicity, religion, national origin, culture, language, physical or mental disability, socioeconomic status, veteran or military status, marital status, sex, sexual orientation, gender identity or expression, or any other basis prohibited by federal, state, or local law or by accreditation standards.