Director, Talent Acquisition

The Director, Talent Acquisition sets the strategic direction for recruiting at SEI and serves as a trusted talent advisor for senior leaders. The role leads all U.S. recruiting spanning high volume adjunct and hourly hiring, faculty, corporate and specialized professional roles in the US, and executive leadership globally. The Director is expected to anticipate talent risk before it becomes urgent, understand the business and labor market well enough to challenge how a role is scoped, and make the commercial and operational case for how SEI invests in talent acquisition.

Beyond leading the recruiting team and personally leading priority searches, the Director owns the function’s technology roadmap, the internal talent marketplace process and policy design, vendor relationships, and recruiting metrics and forecasting. Essential Duties and Responsibilities: Talent Acquisition Strategy, Talent Assessment and Quality Set and continuously evolve the Talent Acquisition strategy, operating model, service standards across hiring segments, aligned with broader HR and business strategies.

Build deep understanding of SEI’s business model, academic calendar and operating cycles, financial priorities, growth plans and talent needs – using that knowledge to build an advisory function that operates in front of being a fulfillment function. Establish consistent intake, assessment, selection, offer and closing practice that raises hiring quality while maintaining or improving speed and predictability.

Partner with HR colleagues – especially Learning & Development— on how to integrate talent management practices into talent acquisition, with particular focus on candidate evaluation and assessment methodology, structured interview tools, and calibration guides. Position Talent Acquisition as a talent advisor — exercising meaningful influence over hiring decisions and sourcing strategy, Proactively identify opportunities for improvement, secure stakeholder buy-in, and implement enhancements that raise quality of hire and increase efficiency; develop perspectives on how to measure quality of hire.

Design strategies for building candidate pipelines for distinct segments of (1) high volume hourly roles, (2) faculty, (3) corporate or specialized-knowledge roles including management, and (4) executives. This involves building the approach ahead of anticipated demand through targeted sourcing channels and specialized programs, including a mechanism to expand and track networks, contacts, and prospective candidates.

Develop strategy and advocate effectively for TA funding and expenditure, along with monitoring ROI on spend. Proactively identify opportunities and gaps in the recruiting lifecycle, with a specific focus on what is impacting candidate pool depth, offer acceptance rate, and first year turnover. Develop and advance SEI’s approach to defining and measuring quality of hire. Define and monitor candidate and hiring manager experience standards, addressing recurring friction points and ensuring communication is timely, respectful and transparent.

Recruiting Technology and Future Capability Serve as business product owner for Workday recruiting, defining system priorities, process requirements, governance standards, adoption expectations, data-quality controls and reporting needs. Maintain working knowledge of the applicant tracking system external landscape, with deep proficiency in current technology solutions and possibilities in Workday Recruiting.

Partner with HR Technology on integrations, enhancements, vendor decisions, testing, and implementation while retaining ownership of the recruiting experience and roadmap. Serve as a leading voice on applying AI to recruiting, with emphasis on candidate pool efficiency, screening quality, and risk mitigation, in particular practical safeguards against candidate authenticity and identity risk. Leverage third-party recruiting platforms — particularly LinkedIn and Indeed — for pipeline building, p