UK

United Kingdom · Events and experiential marketing · Director/VP (16-20 years)

Director, People & Experience

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports3-8 reports
  • Reports toChief People Officer (CPO) or Managing Director
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Employee Experience · Head of People & Culture (Events) · Director of Organisational Development (Experiential)

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

Pearson BTEC Level 3 National Extended Diploma in Creative Media Practice Pearson Education Ltd · Level 3 · covers 1 of 1 standard

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Creative Industry Response Pearson BTEC Level 3 National Extended Diploma in Creative Media Practice

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Change Fluency taking people through change

2AI and this work

Will AI change your work as a Director, People & Experience?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • Ethical AI & Algorithmic Fairness in HR
  • Advanced Organisational Design & Agility
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Director, People & Experience plan as you set up, starting with the free Automation Fluency module. No card.

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3What this role really is

A Director, People & Experience shapes the employee journey in a fast-moving, project-based business. This work covers culture, wellbeing and talent strategy for teams working under pressure, including staff who travel constantly for work.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

People Analytics & Engagement Platform (e.g., Culture Amp, Lattice, Glint) Strategic

Leading vendor selection/renewal, integrating platform data with HRIS for advanced turnover analysis, presenting quarterly engagement trends and strategic recommendations to the executive team and Board.

HRIS (e.g., BambooHR, Rippling, Hibob) Architect

Owning the HRIS strategy for the business unit, managing critical vendor relationships, designing system-wide workflows for optimal efficiency and data governance, and ensuring compliance across the organisation.

Collaboration & Comms (e.g., Slack, MS Teams) Strategic

Setting the enterprise-wide communication policy for the business unit, leveraging the platform for major change management initiatives, and ensuring its architecture aligns with the desired company culture and 'always on' communication needs.

Project & Initiative Management (e.g., Asana, Monday.com, Trello) Strategic

Managing the entire portfolio of People team projects across the business unit, allocating resources based on strategic priority, and using the tool to provide executive-level visibility into the People roadmap and key dependencies with client projects.

Knowledge Management (e.g., Notion, Confluence) Architect

Setting the information architecture for all internal employee documentation, choosing the platform, and driving the strategy for a self-service culture that empowers employees to find answers quickly, especially for 'Road Warriors' on the go.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Strategic Programme Design (e.g., new DEIB framework) Proposes initial ideas to supervisor, gathers basic data. Drafts programme proposals, outlines objectives and initial budget, seeks manager approval. Designs end-to-end programme, secures cross-functional buy-in, presents to Director for final approval and resource allocation.
Budget Allocation (e.g., for EX initiatives) Identifies potential costs for tasks, flags budget concerns to supervisor. Manages small project budgets (up to £5K), tracks expenses, reports variances. Manages workstream budgets (up to £50K), makes recommendations for spend, flags potential overruns.
Organisational Change (e.g., team restructure) Supports communication plans, updates documentation. Drafts initial communications, helps with logistics, supports affected employees. Leads specific workstreams within a restructure, manages stakeholder communication, identifies potential employee impact.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Employee Retention Rate (Regrettable Turnover)
The percentage of high-performing employees who choose to stay with us, especially in critical roles like Creative and Production.
Target · Reduce regrettable turnover by 15% year-over-year within the business unit.

If our Production team's regrettable turnover was 20% last year, we'd aim for 17% this year, focusing on root causes like 'on-site burnout' and career progression.

eNPS (Employee Net Promoter Score) & Engagement Scores
Our key measure of how likely employees are to recommend us as a place to work, and their overall satisfaction and connection to the company.
Target · Increase overall eNPS by 8 points and key engagement drivers (e.g., 'Work-Life Balance', 'Recognition') by 10% within 18 months.

Moving our eNPS from +20 to +28, and seeing a significant jump in 'I feel recognised for my contributions' scores in post-event pulse surveys.

Talent Acquisition Efficiency (Cost & Time to Hire)
How quickly and cost-effectively we can find and onboard top talent for key roles, especially those hard-to-fill creative or technical positions.
Target · Reduce average time-to-hire for critical roles by 10 days and cost-per-hire by 15% through improved employer branding and internal mobility.

Cutting the average time to find a Senior Art Director from 90 days to 80 days, saving recruitment agency fees by strengthening our internal 'Freelancer Bench' and referral programme.

DEIB Initiative Participation & Impact
The level of engagement in our Diversity, Equity, Inclusion & Belonging programmes, and demonstrable progress in creating a more inclusive environment.
Target · Achieve 90% participation in at least one DEIB initiative annually and increase 'Psychological Safety' scores by 10% in relevant teams.

Seeing 95% of our leadership team complete unconscious bias training, and a measurable increase in diverse representation in our 'on-site' leadership roles.

Strategic Influence & Credibility
Your ability to shape the overall business unit strategy by bringing a 'people-first' perspective to the table, and being seen as a trusted advisor.
  • You're regularly invited to strategic leadership meetings, not just HR updates. The Managing Director seeks your input on major organisational changes. Your proposals for people initiatives are given serious consideration and budget. Other Directors proactively ask for your advice on team challenges.
Organisational Health & Culture
The overall 'feel' of the business unit—is it a place where people feel valued, supported, and able to do their best work, even amidst the chaos of events?
  • Anecdotal feedback from employees consistently praises the supportive environment. Our Glassdoor and other employer review sites show sustained positive sentiment about culture. You're able to articulate the 'Post-Event Comedown' challenges and have visible programmes in place to address them. We're recognised internally and externally for our unique, supportive culture.
Leadership Development & Capability
The effectiveness of our leaders in managing their teams, fostering growth, and handling difficult situations, directly influenced by the programmes you design.
  • Managers consistently receive positive feedback in 360-degree reviews. There's a clear pipeline of internal talent ready for promotion. Employee relations issues are handled proactively and fairly, with clear processes in place. Leaders are actively coaching and mentoring their teams, not just directing them.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Building a Thriving Culture

You get a real buzz from seeing tangible improvements in employee feedback, knowing your strategies are making people's working lives better. You'll spend time talking to employees at all levels, genuinely wanting to understand their experiences and find ways to support them, especially after a tough 'activation'.

You'll feel a deep satisfaction when a new 'Post-Event Comedown' support programme you designed genuinely helps 'Road Warriors' recover and feel valued.

Strategic Impact & Business Influence

You're driven by the opportunity to shape the direction of a business unit, knowing that your people strategy directly contributes to its commercial success. You'll enjoy presenting to leadership, making a compelling case for investment in people, and seeing those investments pay off in retention and productivity.

You'll be energised by seeing a direct link between improved eNPS scores and a reduction in project delivery delays, proving the business value of your work.

Leading & Developing Others

You genuinely enjoy mentoring your team, helping them grow their skills, and seeing them take on bigger challenges. You'll spend time coaching your direct reports, giving them the space to lead, and stepping in when they need strategic guidance or air cover.

You'll take pride in seeing a Senior Specialist you've mentored successfully lead a complex DEIB initiative from concept to implementation.

What frustrates people
  • The 'Fluff' Perception: Constantly battling the idea that your work is just about 'happy hours' and not strategic business outcomes.
  • Budget Battles: Fighting for every pound for culture initiatives against departments with more obvious revenue generation.
  • The Wellness vs. Reality Paradox: Advocating for employee wellbeing in an industry built on intense, high-pressure events.
  • Emotional Labour Overload: Being the repository for everyone's stress, anxiety, and complaints, which can be exhausting.
  • Measuring the Unmeasurable: The pressure to prove the ROI of 'culture' with hard numbers to a skeptical leadership team.
  • The Freelancer Conundrum: Trying to create an inclusive experience for a significant portion of our workforce who aren't full-time employees.
What this role does not give you
  • A quiet, predictable routine: This industry is anything but. Expect last-minute changes and urgent requests.
  • Instant gratification: Cultural change takes time, patience, and persistence. You won't see results overnight.
  • Unquestioned authority: You'll need to earn influence and build consensus; you can't just mandate change.
  • Freedom from difficult conversations: You'll be involved in sensitive employee relations issues and tough decisions.

8Who you work with

You'll shape the talent strategy for an entire business unit, directly influencing our ability to deliver client projects, innovate creatively, and maintain our reputation as a top-tier experiential agency. Your decisions will affect retention, productivity, and ultimately, the profitability of our major client accounts. This isn't just about 'soft skills'; it's about hard business results.

Inside the business
  • C-Suite (CEO, COO, CFO)
  • Managing Directors of Business Units
  • Heads of Creative, Production, and Client Services
  • Finance Leadership
  • Legal & Compliance Teams
Outside the business
  • Key Talent Acquisition Partners
  • HR Technology Vendors
  • Industry Bodies (e.g., Event Marketers Association)
  • Legal Counsel (for complex employee relations)
  • External Consultants (for culture audits, DEIB initiatives)

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Proven track record of leading a People/HR function within a fast-paced, project-driven environment, ideally in events, media, or creative industries.
  • Demonstrable experience in designing and implementing strategic employee experience programmes that have driven measurable business outcomes (e.g., improved retention, engagement).
  • Extensive experience managing and developing a team of HR/EX professionals, fostering a culture of high performance and continuous learning.
  • Strong financial acumen and experience managing significant departmental budgets (ideally £1M+), with a focus on ROI and cost-effectiveness.
  • Experience presenting to and influencing C-Suite executives and/or Board members on people strategy and organisational health.
  • Deep understanding of UK employment law and best practices in employee relations, DEIB, and total rewards.

10What to practise next

Where the job is going, and what to do about it starting this week.

Integrated People Data Ecosystem Design

To truly understand the employee experience and predict talent risks, you can't have data silos. You'll need to architect how our HRIS, engagement platforms, performance management tools, and even project management systems talk to each other, creating a single source of truth for people data.

Data Lake/Warehouse for HR · API Integrations & Data Connectors · Data Governance & Quality Standards · Predictive Modelling with Combined Datasets

  • This week: Map out our current HR tech stack and identify all existing data integrations (or lack thereof).
  • This month: Research best practices for building an integrated people data platform.
  • Next quarter: Work with IT to scope a project for integrating two key HR systems that are currently siloed.
  • Month 6: Present a long-term vision for our people data ecosystem to the CPO and IT Director.

Quick win: Identify one manual data transfer between two HR systems that could be automated with a simple integration. Start small.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences (e.g., CIPD Annual Conference, HR Tech) to stay abreast of emerging trends and network with peers.
  • Participating in executive leadership programmes or coaching to hone strategic thinking, influence, and board-level communication skills.
  • Engaging in continuous learning around people analytics, AI in HR, and advanced organisational design principles.
  • Mentoring junior HR/EX professionals, which helps solidify your own understanding and leadership capabilities.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Ethical AI & Algorithmic Fairness in HR

AI is increasingly being used in talent acquisition, performance management, and people analytics. As a Director, you'll need to ensure our use of AI is ethical, unbiased, and compliant, avoiding 'black box' decisions that could harm employee trust or lead to legal challenges.

  • Algorithmic Bias Detection
  • Explainable AI (XAI)
  • Data Privacy & Governance for AI
  • Human-in-the-Loop AI

Advanced Organisational Design & Agility

Our industry is constantly evolving, and so must our internal structures. As a Director, you'll need to design organisations that are flexible, responsive, and able to quickly adapt to new client demands or market shifts, moving beyond traditional hierarchical models.

  • Networked Organisations
  • Dynamic Teaming
  • Role-Based vs. Title-Based Structures
  • Psychological Safety in Agile Teams

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Employee Journey Mapping (Strategic)
  • DEIB Program Architecture (Enterprise-level)
  • Total Rewards & Recognition Design (Strategic)
  • Organisational Network Analysis (ONA) & Diagnostics
  • Workforce Planning & Analytics

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    Head of People / Senior HR Business Partner (from a similar industry)

    3-5 years in a Head of People or Senior HRBP role.

    Skills to master

    • Transitioning from operational HR to strategic people leadership, managing a full HR function, influencing senior business leaders, and demonstrating measurable impact on talent strategy.

    You're ready to move on when

    • Successfully led a major HR/EX initiative from concept to completion with demonstrable ROI.
    • Consistently acted as a trusted advisor to a business unit leader.
    • Managed and developed a small team of HR professionals.
    • Presented strategic HR insights to executive leadership.
  2. 2

    Employee Experience Manager (from a larger, complex organisation)

    5-7 years as an EX Manager, potentially in a global or complex matrix organisation.

    Skills to master

    • Scaling EX programmes across diverse employee groups, managing larger budgets, integrating EX with broader talent strategies (e.g., L&D, TA), and navigating complex stakeholder landscapes.

    You're ready to move on when

    • Owned the end-to-end EX strategy for a significant employee population (e.g., 500+ employees).
    • Demonstrated ability to influence cross-functional leaders without direct authority.
    • Successfully championed cultural change initiatives.
    • Developed a strong understanding of people analytics and its application to EX.
  3. 3

    Consulting (People & Change Management)

    7-10 years in a senior consulting role focusing on HR transformation, organisational design, or change management.

    Skills to master

    • Translating strategic insights into actionable plans, managing complex client engagements, developing thought leadership, and building strong relationships with C-suite clients.

    You're ready to move on when

    • Led multiple large-scale HR transformation or change management projects.
    • Demonstrated expertise in a specific area of people strategy (e.g., DEIB, total rewards).
    • Proven ability to influence executive stakeholders and drive consensus.
    • Strong analytical and problem-solving skills applied to organisational challenges.

15Where this role leads

The long view: This role can lead to wider people leadership, such as Chief People Officer, or into general management roles like Chief Operating Officer or Managing Director.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director, People & Experience is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Chief People Officer (CPO) / VP of People
  • Managing Director / Business Unit Leader

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Creative Industry Response, worked against Director, People & Experience.

Creative Industry Response Level 3

Applied to your work in Director, People & Experience

This unit aims to equip learners with the skills to effectively respond to a creative industry brief. Learners will be able to generate and develop ideas, apply problem-solving and technical skills, demonstrate professional behaviours, and communicate effectively within the context of the brief.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

See Your Progress Grow Illustration
Director, People & Experience
  • Employee Journey Mapping (Strategic)
  • DEIB Program Architecture (Enterprise-level)
  • Total Rewards & Recognition Design (Strategic)
  • Organisational Network Analysis (ONA) & Diagnostics
  • Workforce Planning & Analytics
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director, People & Experience is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief People Officer (CPO) / VP of People

    3-5 years as Director, People & Experience.

    From business unit leadership to enterprise-wide strategic leadership, reporting directly to the CEO.

    • Advanced Organisational Network Analysis (Enterprise)
    • Enterprise-wide People Analytics & Predictive Modelling
    • Global Compensation & Benefits Strategy
    • Executive Coaching & Development Programmes

  2. Managing Director / Business Unit Leader

    4-6 years as Director, People & Experience.

    Transitioning from a functional leadership role to full P&L ownership and overall business unit strategy.

    • Revenue Generation & Growth Strategies
    • Product/Service Development & Innovation
    • Supply Chain & Vendor Management (Operational)
    • Strategic Marketing & Brand Management
Working with AI on the job

Working with AI

Where AI is starting to help

As a Director, your time is precious. It should be spent on strategic thinking, influencing leaders, and shaping our culture, not sifting through data or drafting routine communications. The good news? AI is here to take the heavy lifting off your plate, giving you back critical hours every week.

Imagine having a strategic co-pilot that helps you understand complex employee sentiment, predict talent risks, and even draft your most sensitive communications. That's the reality of AI in this role. It's not about replacing your judgment; it's about amplifying your ability to lead with insight and impact. You'll be using these tools to move faster, make smarter decisions, and truly drive our people strategy forward.

Advanced Sentiment & Theme Analysis

Use AI to instantly analyse thousands of open-ended comments from engagement surveys, exit interviews, and 'stay interviews'. It'll automatically tag themes like 'Post-Event Comedown' or 'The Always On Culture' and provide sentiment scores, giving you a crystal-clear picture of what's really happening across the business unit without manual sifting. This is about getting to the 'why' faster.

Predictive Talent Risk Modelling

Leverage AI models to spot patterns across multiple data points – engagement scores, project assignments, recognition activity, even manager changes – to flag teams or individuals at high risk of voluntary turnover. This gives you a proactive warning system, allowing you to intervene with 'stay interviews' or targeted support before it's too late. It's about preventing 'regrettable turnover' before it happens.

Executive Communication & Policy Drafting

Use generative AI to create first drafts of complex policy documents (e.g., a new 'Comp Time' framework for 'Road Warriors'), sensitive all-company announcements about organisational changes, or even your quarterly board reports. It'll help you articulate your strategic vision clearly and concisely, saving you hours of drafting and editing time.

Strategic People Analytics Dashboard Generation

Integrate AI with your People Analytics platform to automatically generate executive-ready dashboards and reports. Ask it to 'show me the correlation between eNPS and client satisfaction in Q3' or 'identify key drivers of turnover in the Creative department', and get instant, visual insights to inform your strategic presentations.

Common questions

Common questions

How do you become a Director, People & Experience?

Common routes in include Head of People / Senior HR Business Partner (from a similar industry) (3-5 years in a Head of People or Senior HRBP role.), Employee Experience Manager (from a larger, complex organisation) (5-7 years as an EX Manager, potentially in a global or complex matrix organisation.) and Consulting (People & Change Management) (7-10 years in a senior consulting role focusing on HR transformation, organisational design, or change management.). Times vary with prior experience.

Where can a Director, People & Experience progress to?

This role can lead on to Chief People Officer (CPO) / VP of People (3-5 years as Director, People & Experience.) and Managing Director / Business Unit Leader (4-6 years as Director, People & Experience.), depending on the skills you build.

What new skills matter most for a Director, People & Experience?

Increasingly, Ethical AI & Algorithmic Fairness in HR and Advanced Organisational Design & Agility. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in events and experiential marketing

Stay in the field you know and move sideways rather than up.
If you leave this industry

Skills in building strong cultures and managing talent in a demanding, project-based environment carry across creative industries such as advertising, media and film production. They also apply in tech companies with a strong focus on culture, and in professional services firms where talent is central to the business.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

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