Senior Manager - Workforce Agility & Internal Mobility

About the role

About Us: At Booking.com, data drives our decisions. Technology is at our core. And innovation is everywhere. But our company is more than datasets, lines of code or A/B tests. We're the thrill of the first night in a new place. The excitement of the next morning. The friends you encounter. The journeys you take. The sights you see. And the memories you make. Through our products, partners and people, we make it easier for everyone to experience the world. Role Description: The Senior Manager - Workforce Agility & Internal Mobility is responsible for designing and delivering Booking.com's workforce agility agenda, ensuring that talent can be dynamically deployed to priority work in line with the long term People Plan and Talent Philosophy. This role owns the portfolio of workforce agility programs - including internal mobility policies and processes, Targeted Reallocation, Interim Assignment (Caretaker), Talent Transparency, Internal Hiring and Lateral Mobility Initiatives - and partners closely with HR, People Services & Technology, Finance and business leadership to enable the right talent, in the right roles, at the right time, while safeguarding colleague experience, fairness and compliance. Key Job Responsibilities and Duties: Workforce agility strategy & roadmap: Design and maintain the multi-year strategy and roadmap for Workforce Agility and Internal Mobility, aligned with the long term People Plan (Unlock Workforce Agility, Strategic Workforce Planning, Annual Talent Cycle) and the Talent Philosophy. Translate company priorities and People objectives into clear workforce agility outcomes, principles and guardrails for how talent moves across Booking.com. Program ownership - workforce agility portfolio: Own and continuously improve the core workforce agility programs: Targeted Reallocation / Targeted Moves - policy, criteria, governance and Workday process to dynamically reallocate talent across teams and business units in support of changing priorities. Talent Transparency - design and scale processes and tools that make critical talent, successors and internal candidates more visible (including cross-functional talent reviews), enabling proactive matching of internal supply and demand. Internal Hiring & Lateral Mobility - partner with Internal Recruitment to simplify and standardise internal hiring, sprint models, and lateral moves in line with cost discipline and development goals. Caretaker & Interim Assignments - define and embed clear models, criteria and guidance for interim role coverage as a development and workforce agility lever. Interfaces with skills, career frameworks and Talent Marketplace - ensure workforce agility programs are informed by skills and career data (e.g. Workday Skills Cloud, career frameworks) and support our future strategic workforce planning product. Execution & change management: Lead end-to-end design, pilot, rollout and continuous improvement of workforce agility processes and tools (including Workday processes, manager and HRA guidance, and employee-facing content). Build structured change, communications and enablement plans to help HR, managers and employees adopt new ways of moving talent, with a particular focus on manager capability and One Team behaviours. Governance, policy & risk management: Act as process owner for workforce agility policies within Talent Management, partnering with HR Advisory, People Risk & Compliance, Legal and Works Council where required. Ensure policies (e.g. Targeted Reallocation, internal hiring, lateral moves, caretakers) are clear, well-governed, compliant with local legislation and WoCo commitments, and used appropriately (e.g. not to bypass agreed internal hiring or performance processes). Data, insights & measurement: Define and track key metrics and OKRs for workforce agility (e.g. internal time-to-hire, lateral move rate, usage of workforce agility processes, critical roles coverage, internal mobility mix vs promotions). Use analytics and insights from People Analytics, Talent Intelligence and FP&A to identify friction points, gaps or risks and to prioritise improvements across policies, processes and tools. Partnership with Strategic Workforce Planning & Annual Talent Cycle: Work in close partnership with the Strategic Workforce Planning program and the Annual Talent Cycle team so that workforce agility mechanisms (e.g. internal hiring, lateral moves, targeted reallocation and talent pools) are integrated into quarterly and annual planning, talent reviews, succession planning and skills reporting. Stakeholder and cross-functional collaboration: Partner with Talent Management peers (Annual Talent Cycle, Culture, Talent Intelligence, Strategic Workforce Planning), HR Advisory, Internal Recruitment, People Services & Technology, Inclusion, Rewards, Finance/FP&A and Business Operations to ensure workforce agility solutions are coherent, scalable and embedded in core ways of working and tools. Team leadershi

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