Senior Manager Talent Acquisition

Job Summary

The Senior Manager, Talent Acquisition is a Group Centre of Expertise role. It owns the talent acquisition strategy for OHM across Egypt, Montenegro and Oman — how OHM attracts, assesses and hires, and the standard every hire is held to.

The destination Talent Acquisition teams report on a solid line to their HR Director and run hiring day to day. This role is their dotted line manager at Group level: it sets the strategy, standards, tools and targets they work to, builds their capability, and holds the Group view of pipeline and performance — through influence and credibility rather than direct authority.

The role also owns Group, critical and confidential hiring directly, and the first part of the employee journey: employer brand, candidate experience and onboarding.

Key Responsibilities

1. Talent Acquisition Strategy

• Own the Group talent acquisition strategy across the three countries, and translate it into an annual plan covering hiring volumes, critical and hard-to-fill roles, and new hotel openings.
• Define and report the Group hiring targets — time to hire, quality of hire, cost per hire, offer acceptance and internal fill rate.
• Keep the strategy connected to the wider talent agenda, so that what is hired reflects what talent mapping and succession say cannot be filled from within.

1. Leading the Destination Talent Acquisition Teams

• Act as the Group dotted line manager for the Talent Acquisition teams in Egypt, Montenegro and Oman, setting the standards, tools and priorities they work to while their HR Director owns their day-to-day management.
• Agree the hiring plan and targets with each destination, review delivery against them, and contribute to the performance and development conversations their HR Director leads.
• Build the capability of the destination teams and run a regular Group forum, so the three teams work as one function and share pipelines rather than compete for them.

1. Hiring Standards, Process and Assessment

• Own the Group talent acquisition guidelines, service level agreements and end-to-end hiring process, from approved requisition to signed offer.
• Build the competency-based assessment framework for hiring, anchored in the Orascom Hospitality Leadership competency framework, and certify a pool of internal assessors across the Group.
• Build hiring manager capability so that interviewing and selection are done to the Group standard rather than by instinct.
• Own the applicant tracking system and recruitment reporting, and give the business one reliable view of pipeline and hiring progress.

1. Employer Brand, Sourcing and Pipelines

• Shape and express OHM's employee value proposition, own the careers page and candidate experience, and measure how candidates experience OHM rather than assume it.
• Set the Group sourcing strategy and channel mix, and shift hiring towards direct sourcing and proactive pipelines rather than reactive advertising.
• Manage the agency and search panel, including commercial terms and service standards.
• Build talent pools for critical, seasonal and hard-to-fill roles ahead of the need, and turn OHM's academic and chain partnerships into an early-careers pipeline — Culture & Partnerships owns the relationships, this role converts them into hires.

1. Group, Critical and Confidential Hiring

• Own hiring for corporate and Group roles, and lead critical and confidential searches end to end, keeping the circle small and the destination HR Director informed.
• Partner the Head of Talent Management and hiring leaders on senior searches, including executive search management where used, and advise on offers with Reward.

1. Onboarding and Inclusive Hiring

• Redesign and own the Group onboarding and induction experience, so that every joiner meets the same OHM in their first weeks, delivered locally to the Group standard.
• Build inclusive hiring into the standard — women in leadership and operational roles, disability inclusion, and Omanisation — with diverse slates for critical roles and interviewers trained to assess fairly.
• Report hiring diversity and localisation against Group commitments.

Capabilities and Behaviours

• Thinks in strategy and standards, and is equally willing to run a critical search personally.
• Influences without direct authority — builds one Group standard while keeping three countries engaged and the HR Directors as partners.
• Commercially minded about hiring: treats cost, speed and quality as deliberate trade-offs.
• Evidence-led, credible with senior leaders, and discreet with confidential hiring.
• Culturally agile and effective across a diverse, multi-country workforce.

Measures of Success

• One Group talent acquisition strategy and standard, applied consistently in Egypt, Montenegro and Oman.
• The three destination teams working as one function, with agreed targets and a shared way of working.
• Hiring targets met and reported rather than asserted.
• Competency-based assessment in use for critical roles, with a certified internal assessor pool across the Group.
• A visible employer brand and a careers page that attracts candidates directly, reducing dependence on agencies.
• Onboarding delivered to one standard, and diversity and localisation commitments met.