Resource Management Global Practice Partner

Job description

NTT DATA strives to hire exceptional, innovative and passionate individuals who want to grow with us. If you want to be part of an inclusive, adaptable, and forward-thinking organization, apply now. We are currently seeking a Resource Management Global Practice Partner to join our team in Bangalore, Karnātaka (IN-KA), India (IN). Role Summary The Senior Director, Global Practice Talent Health Partner is a senior Strategic Workforce Management leader responsible for assessing, strengthening, and sustaining the talent health of a global practice. This role serves as the primary workforce advisor to Global Practice Leadership, translating business strategy, client demand, portfolio growth, skills trends, and pipeline signals into forward-looking workforce insights, recommendations, and priorities. The role is accountable for identifying workforce risks, opportunities, and decision points across capability, capacity, critical skills, pyramid health, productivity, mobility, cost, utilization, and future readiness. Regional execution remains with the Regions, while this role provides global practice-level insight, governance, recommendations, and leadership alignment. Operating within the Strategic Workforce Management framework, this leader partners with Global Practice Leadership and Regional SWM teams to ensure the practice has a healthy, future-ready talent base with the right skills, in the right locations, at the right time. Key Responsibilities Global Practice Workforce Strategy Own the global workforce strategy view for the practice, aligned to business priorities, growth plans, delivery models, and enterprise talent strategy. Translate client demand, pipeline, large deal activity, and practice growth objectives into multi-horizon workforce recommendations. Define the optimal workforce mix across skills, pyramid, geography, employee, contingent, build, buy, borrow, and automate strategies. Identify emerging skills requirements and capability shifts needed to support future delivery models, AI adoption, automation, and platform-enabled work. Provide global workforce direction while ensuring execution accountability remains with Regional SWM and delivery teams. Global Practice Talent Health and Workforce Readiness Monitor the overall talent health of the global practice across capability depth, critical skill availability, pyramid shape, productivity, utilization, mobility, attrition risk, ramp readiness, and leadership succession exposure. Identify workforce risks before they become business or delivery constraints, including capability gaps, skill shortages, pyramid imbalance, location constraints, leadership capacity, and future readiness exposure. Develop talent health insights that help Practice Leaders understand where the practice is strong, where it is exposed, and where leadership action is required. Partner with Regional SWM teams to ensure local workforce plans support global practice priorities. Establish a consistent view of practice health that connects workforce data to business outcomes. Practice Talent Health Governance Serve as the global point of accountability for maintaining an integrated view of practice talent health, connecting business demand signals with workforce capability, capacity, and readiness insights. Govern practice-level talent health priorities, leadership decision points, and cross-regional alignment required to strengthen workforce readiness. Champion internal mobility, reskilling, upskilling, and talent movement as core levers for improving practice health and future capability readiness. Support structured workforce planning for large, complex, and strategic deals. Partner with Regions to identify recurring talent health themes, capability risks, and structural opportunities to improve workforce sustainability, resilience, and readiness. Data Insights, Scenario Modeling, and Recommendations Bring data-driven insights, scenario modeling, and workforce recommendations to Practice Leaders to support timely decisions. Translate workforce data into clear executive-level narratives, including risks, options, tradeoffs, and recommended actions. Develop insights across talent health trends, skill gaps, capability depth, productivity, workforce cost, utilization, mobility, pyramid health, and margin impact. Provide proactive recommendations on where to invest, where to rebalance, where to build capability, and where to mitigate workforce risk. Embed data-driven decision making across practice talent health reviews, workforce planning cadences, and leadership prioritization discussions. Workforce Performance and Business Outcomes Monitor workforce performance indicators that influence delivery confidence, revenue realization, margin optimization, productivity, talent sustainability, and practice resilience. Partner with Finance and Delivery leadership to connect workforce decisions to commercial and operational outcomes. Identify opportunities to improve workforce leverage, utilization, pyramid health, talent movement, and cost alignment. Provide leadership visibility into workforce actions required to support growth, delivery stability, and talent sustainability. Track progress against SWM KPIs and ensure insights are used to drive continuous improvement. Regional Interlock and Execution Alignment Partner closely with Regional SWM and Resource Management teams to translate global practice priorities into regional execution plans. Ensure regional workforce actions are aligned to global practice talent health priorities, business demand, and future capability needs. Create clear interlock between global practice priorities and regional execution owners. Support escalation management by identifying root causes, decision needs, and recommended interventions. Enable consistency in talent health assessment and workforce planning practices while allowing Regions to execute based on local market, delivery, and talent realities. Executive Stakeholder Advisory Serve as a trusted workforce advisor to Global Practice Leaders and Business Leaders. Provide concise, data-backed recommendations that support leadership decisions on growth, capability, investments, workforce mix, and talent risk. Influence decisions across delivery, HR, finance, sales, and talent functions without direct authority. Bring an enterprise perspective that balances practice growth, regional execution, financial discipline, and talent sustainability. Facilitate leadership conversations that turn workforce insight into clear action. Governance, Insights, and Continuous Optimization Establish and govern workforce planning cadences, dashboards, performance reviews, and leadership forums. Monitor key workforce risks and ensure mitigation actions are visible, owned, and tracked. Create consistent reporting and insight standards for practice-level talent health. Identify recurring fulfillment, capability, or workforce planning issues and recommend structural improvements. Continuously improve talent health processes, data quality, decision frameworks, and leadership reporting. Success Metrics Talent health scorecard established and reviewed with Global Practice Leadership on a defined cadence, with clear movement across green, amber, and red indicators. Critical skill coverage improved across priority capabilities, including reduced gaps in must-have skills for current demand, future growth, AI adoption, and strategic offerings. Capability depth strengthened through measurable increases in certified, deployed, and ready-now talent across priority practices, platforms, and emerging skill areas. Pyramid health improved through better alignment of role mix, level mix, leverage, location strategy, and cost structure to practice growth and margin expectations. Attrition risk and retention exposure reduced in critical populations, including high-demand skills, strategic accounts, senior capability leaders, and hard-to-replace talent pools. Internal mobility, redeployment, and reskilling outcomes increased, with more open demand addressed through existing talent movement and targeted capability build pathways. Succession and leadership coverage strengthened for critical practice roles, reducing single-point-of-failure risk and improving readiness for growth, transition, and scale. Ramp readiness improved for strategic deals, growth accounts, and new capability launches through earlier visibility to skill, location, leadership, and readiness gaps. Talent health risks identified earlier and converted into owned mitigation actions, with measurable closure of priority capability, capacity, cost, and readiness exposures. Leadership decisions improved through higher-quality talent health insights, including consistent data quality, clear recommendations, accountable actions, and visible progress against agreed priorities. Experience and Qualifications 15+ years of experience in Strategic Workforce Management, Talent Supply Chain, Workforce Planning, Talent Strategy, Delivery Operations, or related leadership roles. Experience operating in global, matrixed consulting, technology, professional services, managed services, or delivery organizations. Proven ability to translate business strategy, client demand, and workforce data into actionable workforce recommendations. Strong understanding of global delivery models, workforce economics, skills-based planning, staffing models, and talent supply strategies. Experience partnering with senior leaders across delivery, finance, HR, talent acquisition, talent development, and business operations. Demonstrated ability to influence executive stakeholders and drive alignment across global and regional teams. Strong analytical capability with experience using workforce dashboards, scenario modeling, KPIs, and business insights to guide decisions. Core Capabilities Strategic workforce planning Workforce readiness and capability forecasting Demand and supply forecasting Workforce analytics and executive insights Scenario modeling and recommendation development Talent supply chain strategy and health optimization Regional interlock and execution governance Financial and commercial acumen Executive stakeholder management Skills-based workforce transformation Global delivery model understanding Data-driven decision making Refined Positioning Statement This role is not responsible for regional fulfillment execution or bench management. Instead, it provides the global practice-level talent health intelligence, governance, recommendations, and leadership alignment needed for Regions to execute effectively. The value of the role is to help Practice Leaders make better workforce decisions by clearly answering: Do we have a healthy, future-ready talent base to support current and future practice priorities? Where are we exposed from a capacity, capability, cost, or delivery perspective? What actions should we take now to protect growth, margin, delivery confidence, and talent sustainability? Where should Regions focus execution to address the most important talent health risks and capability opportunities? About NTT DATA NTT DATA is a $30 billion business and technology services leader, serving 75% of the Fortune Global 100. We are committed to accelerating client success and positively impacting society through responsible innovation. We are one of the world's leading AI and digital infrastructure providers, with unmatched capabilities in enterprise-scale AI, cloud, security, connectivity, data centers and application services. our consulting and Industry solutions help organizations and society move confidently and sustainably into the digital future. As a Global Top Employer, we have experts in more than 50 countries. We also offer clients access to a robust ecosystem of innovation centers as well as established and start-up partners. NTT DATA is a part of NTT Group, which invests over $3 billion each year in R&D. Whenever possible, we hire locally to NTT DATA offices or client sites. This ensures we can provide timely and effective support tailored to each client’s needs. While many positions offer remote or hybrid work options, these arrangements are subject to change based on client requirements. For employees near an NTT DATA office or client site, in-office attendance may be required for meetings or events, depending on business needs. At NTT DATA, we are committed to staying flexible and meeting the evolving needs of both our clients and employees. NTT DATA recruiters will never ask for payment or banking information and will only use @nttdata.com, @nttdatafed.com and @talent.nttdataservices.com email addresses. 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