Senior Manager, Global Recruiting

Company Introduction

WorldStrides is the global leader in educational travel and experiential learning. The company was founded in 1967 to provide middle school travel programs to Washington, D.C. and has grown to provide a wide range of programs for more than half a million students annually to over 100 countries around the world. WorldStrides offers experiential learning programs in educational travel, performing arts, language immersion, career exploration, service-learning, study abroad, and sports. Each of these experiences helps students to see beyond the classroom and to see the world – and themselves – in new ways.

Job Description :

WorldStrides is seeking a strategic, hands-on recruiting leader to serve as Sr. Manager, Global Recruiting . Reporting directly to the Chief Human Resources Officer, this person will lead recruiting across executive, professional, and seasonal/high-volume hiring in the United States and key global locations, including Mérida, Toronto, London, and Australia.

The Sr. Manager, Global Recruiting, will drive recruiting strategy across executive, professional, internal, and seasonal hiring. This leader will oversee and further elevate WorldStrides’ established in-house executive search capability, partnering closely with the Sr. Executive Recruiter on Director-, VP-, and SVP-level searches, stepping into select high-priority assignments as needed, and engaging external firms for C-suite and specialized searches.

The role will also oversee professional hiring across corporate, technology, product, sales, operations, education, and program delivery functions, while modernizing a complex seasonal recruiting program that recently hired nearly 600 summer team members across multiple U.S. locations.

This is not a requisition management role. We are looking for a recruiting strategist who anticipates talent risks, understands the business and labor market, stays current on recruiting technology and economic trends, and builds scalable solutions before issues become urgent. One day, this person may be advising the executive team on hiring strategy; the next, they may be rebuilding a broken Greenhouse workflow or personally closing a critical search because the team needs the support.

Responsibilities:

Implement a clear global recruiting operating model with defined portfolio ownership, service expectations, decision rights, and consistent practices across executive, professional, and seasonal hiring.

Increase proactive sourcing and pipeline development, creating a more deliberate and cost-effective mix of direct sourcing, internal talent, referrals, agencies, and external search partners.

Further mature the established in-house executive recruiting function, strengthening long-term talent mapping, senior-level search execution, and the disciplined use of external firms for C-suite and specialized assignments.

Establish a more proactive seasonal recruiting model that anticipates summer workforce needs earlier, builds sufficient recruiting capacity, and consistently delivers qualified hires across program locations.

Improve Greenhouse adoption, workflow design, data quality, and reporting so leaders can reliably assess recruiting performance, hiring risks, source effectiveness, and quality of hire.

Create stronger alignment among Recruiting, HR Business Partners, and Finance so anticipated hiring demand informs recruiting capacity, sourcing plans, talent pipelines, and location strategies earlier in the planning cycle.

Introduce consistent hiring-manager tools and training that improve intake quality, structured interviewing, candidate calibration, and selection decisions.

Global Recruiting Strategy and Business Partnership

Set and continuously evolve the global recruiting strategy, operating model, service standards, and annual priorities across executive, professional, and seasonal hiring.

Build a deep understanding of WorldStrides’ business model, operating cycles, financial priorities, growth plans, and talent needs; use that knowledge to advise leaders rather than simply accept requisitions as presented.

Challenge assumptions about role design, level, location, skills, timing, and sourcing approach. Help leaders determine whether a position should be filled as scoped and identify internal, external, contingent, or alternative talent solutions.

Bring forward-looking labor-market and economic intelligence to the CHRO, Executive Leadership Team, HR leaders, and business leaders, including talent availability, competitor activity, compensation pressures, location dynamics, and emerging skill needs.

Partner with HR Business Partners and Finance on workforce planning and demand forecasting, translating business plans into realistic recruiting capacity and talent-pipeline strategies.

Executive and Critical-Talent Recruiting

Advise ELT members and senior leaders on Director-, VP-, and SVP-level hiring, including search strategy, market calibration, candidate assessment, stakeholder alignment, offer strategy, and close.

Coach and support the Executive Recruiter on VP- and SVP-level searches, stepping in personally to lead when a search is especially senior, confidential, or business-critical.

Serve as the primary point of contact for external executive search firms, negotiating scope, setting search governance, and holding firms accountable for quality, speed, candidate experience, and cost.

Build long-term external talent maps and relationships for priority leadership roles, emerging capabilities, and succession needs, so searches don't start from zero.

Professional Recruiting and Internal Mobility

Set strategy and quality standards for professional recruiting across corporate, technology, product, sales, and program delivery, coaching and holding the Professional Recruiter accountable for execution.

Direct the design of proactive sourcing and pipeline strategies for recurring, difficult-to-fill, and future-critical roles, guiding the use of direct sourcing, market research, professional networks, targeted campaigns, and talent communities.

Guide efforts to strengthen internal mobility, ensuring internal talent is identified, considered, and assessed consistently; partner with HR Business Partners and talent leaders to connect recruiting with succession and development strategies.

Establish consistent intake, assessment, selection, offer, and closing practices that raise hiring quality while improving speed and predictability.

Seasonal and High-Volume Recruiting

Provide strategic oversight for the seasonal recruiting function that staffs WorldStrides programs across the United States, with peak hiring for summer program delivery from June through August.

Build an annual workforce and recruiting plan that starts well ahead of peak demand and aligns forecasted program volume, location needs, recruiter capacity, sourcing channels, onboarding timelines, and contingency plans.

Balance scale and speed with a high selection bar, ensuring seasonal candidates have the qualifications, judgment, reliability, and service orientation required to support student programs.

Partner with the seasonal recruiting leader, HR Governance & Culture, Legal, and HR Delivery to operationalize compliant processes related to work authorization, visas where applicable, background checks, required documentation, and jurisdiction-specific hiring practices.

Evaluate seasonal sourcing channels and partnerships based on conversion, quality, retention, cost, and program outcomes – not simply application volume.

Recruiting Technology, Data, AI, and Process Integrity

Serve as business product owner for Greenhouse, defining recruiting-system priorities, process requirements, governance standards, adoption expectations, data-quality controls, and reporting needs.

Partner closely with HR Systems on integrations, APIs, enhancements, vendor decisions, testing, and implementati