Director Guide Training and Readiness

Job Description

A bit about this role:

Within Member Experience Operations, the Guide Training function prepares Guides to serve our members and keeps them growing throughout their careers at Devoted. That spans new hire onboarding, upskilling into more complex work, role-based training for specialized teams, readiness for each new plan year, and the development that helps Guides move into their next role.

As the Director, you will own this function end to end: its strategy, its operating plan, its budget, its team, and its results. You will build it into three capabilities with clear owners, Learning Design, Training Delivery, and Measurement and Readiness, and lead it through managers. You will be accountable not only for what a Guide can do the day they leave training, but for whether they reach proficiency in their first 90 days.

The population we train grows with the company and concentrates heavily from September through December, and new products and market segments will require capability we do not have yet. This role builds Guide Training into a function that can meet that, and that can prove its effect on member experience with evidence.

Your Responsibilities and Impact will include:

• •Function strategy and operating plan: Own a published operating plan for Guide Training with dated commitments and a defensible point of view on how Guides learn this work: ramp design, modality mix, delivery standards, mentorship, the role of AI-assisted practice, and what the function deliberately does not do. Evolve it as the Guide organization grows and diversifies.
• •Readiness and the first 90 days: Own what a Guide can do when they leave training and through day 90. Set the readiness standard that every population clears before taking member interactions, covering provisioning, systems access, competency verification, defined success measures, and a rollback plan. Hold go/no-go authority on readiness for any population, internal or vendor. Diagnose whether early performance gaps are training gaps, intervene with targeted remediation and practice, and partner with Guide Supervisors on a structured handoff at graduation, equipping Guide leaders to reinforce training on the floor. Set the training and readiness standard that vendor populations must meet.
• •Measurement and continuous improvement: Commit to outcome targets and answer for them: quality and accuracy at 30, 60, and 90 days, speed to proficiency, workflow adherence, escalation rates, learner experience, and early attrition by cohort. Partner with Quality and Workforce Management to build a single measurement approach, review cohort results on a regular cadence, and turn what they show into design changes. Apply the same discipline to the function itself, with a retrospective review of every cohort.
• •Prioritization and intake: Run intake across the Guide organization and cross-functional partners. Translate broad needs into scoped work with owners, effort estimates, dates, and success measures. Sequence against business risk, communicate what is not being done and why, and decline or defer explicitly.
• •Learning design and content architecture: Own curriculum development across technical and soft skills, competency architecture, proficiency definitions, assessment validity, and the design standard that all content is built to, including content produced outside the function. Ensure content is reusable across populations and plan years rather than rebuilt annually, and designed for the full Guide population, with practice simulations built in Orinoco and learnings built in Rise and delivered through Workday Learning.
• •Delivery through peak: Ensure every cohort starts on schedule with a certified facilitator, including through the September to December peak and for vendor and seasonal populations. Build flex capacity through certified Guide subject matter experts and a facilitator certification standard, so delivery scales without compressing timelines or inflating class sizes.
• •Team leadership and structure: Lead and develop a team of managers and specialists. Select strong people, set clear standards and hold them, build bench depth and coverage for high-volume periods, and hire against the capabilities the function needs next.
• •Growth and new scope: Stand up training for new products, market segments, and Guide functions. Extend capability to adjacent member- and prospect-facing populations where the business case supports it. Partner with Talent Management on career pathways, competency frameworks, and the internal mobility that moves Guides into their next role at Devoted.
• •Budget and investment: Own the function budget and headcount plan, including the vendors and tools that supplement internal capability. Grow Training scope on demonstrated return rather than on request volume.

Required skills and experience:

• •8+ years in operational, training, or enablement leadership, including managing managers, preferably in a dynamic, fast-paced environment requiring flexibility and speed
• •Ownership of a function’s plan, budget, and headcount, with accountability for committed outcomes rather than activity measures
• •A track record of building a function or program from an underbuilt state to a measured and predictable one. You can describe what it looked like when you arrived and what specifically changed.
• •Experience defining and using outcome metrics for learning or operational programs, including a case where the data changed your design
• •Experience prioritizing against demand that exceeds capacity, including declining senior stakeholders with a defensible reason
• •Strong influence in a matrixed environment. You can move leaders to a direction they did not arrive with.
• •Experience in high-volume, high-accuracy member or customer facing operations
• •Fluency using AI tooling to increase a team’s output and sharpen its measurement, with judgment about where it helps and where it does not
• •A habit of transparency: you report what is going well and what is not, and raise risks early
• •A service mindset toward both the members we serve and the Guides you train

Desired skills and experience:

• •Medicare Advantage, healthcare, or another regulated service environment
• •Contact center or member services operations at scale, including vendor or outsourced populations
• •A good understanding of instructional design principles and modern learning tooling, enough to set direction and judge the quality of the work
• •Experience standing up training for a new product, market segment, or line of business
• •Experience building a mentorship or on-the-job coaching program with defined outcomes

• •Medicare Advantage, healthcare, or another regulated service environment
• •Contact center or member services operations at scale, including vendor or outsourced populations
• •A good understanding of instructional design principles and modern learning tooling, enough to set direction and judge the quality of the work
• •Experience standing up training for a new product, market segment, or line of business
• •Experience building a mentorship or on-the-job coaching program with defined outcomes

• Remote with onsite expectations multiple times per year. #LI-Remote
• Salary Range: $182,000-$216,000 / year

The pay range listed for this position is the range the organization reasonably and in good faith expects to pay for this position at the time of the posting. Once the interview process begins, your talent partner will provide additional information on the compensation for the role, along with additional information on our total rewards package. The actual base salary offered will depend on a variety of factors, including the qualifications of the individual applicant for the position, years of relevant experience, specific and unique skills, level of education attained, certifications or other professional licenses held, and the location in which the applicant lives and/or from which they will be performing t