Facilitation & Delivery:
- Own the room. Deliver live-video training for corporate and property audiences: new-hire onboarding by job family, monthly manager workshops, and the compliance and safety cycle, against a calendar published a quarter ahead.
- Build capacity on property. Train and certify on-property supervisors and leads to deliver sessions and observations where a floor presence is required, since this is a remote seat with no on-site reach of its own.
- Deliver in both languages. Facilitate property-facing sessions in English and Spanish so no audience goes underserved.
- Run the room beyond the classroom. Facilitate retros, offsites, and cross-property working sessions on request, and supply the weekly pre-shift lineup topic that property leaders deliver as a training moment.
- Own the logistics. Handle calendar invites, attendance tracking, materials distribution, feedback links, and follow-up sends for every session.
Coaching:
- Make training stick. Deliver structured 2-week and 6-week follow-up check-ins for every cohort, checking against the specific behaviors the session committed to, not a re-teach or a satisfaction survey.
- Coach where directed. Deliver standing coaching to the supervisors and department heads the L&D Manager names, on the topics the L&D Manager directs. You deliver the coaching directive; you do not set it.
- Debrief the floor at one remove. Partner with certified on-property trainers, who supply the on-site observation against a session's rubric, and debrief the completed checklist with the learner and trainer over video.
- Log what isn't transferring. Keep an ongoing transfer log of what did not stick and why: unclear job aid, no manager reinforcement, an SOP that doesn't match reality, no time on shift. This is the direct input to the curation lane.
- Hold the confidentiality line. Report participation and skill themes upward, never a named account of what an individual said. Anything beyond skill or practice routes to the L&D Manager.
Content Curation & Verification:
- Read and triage the library. Read every training asset end to end and triage it as current, unclear, contradicted, or superseded, before anything else in the lane can move.
- Verify against reality, not assumption. Take each asset to its owning department lead with specific closed questions, such as "does step 4 still happen?" or "is this the current system?", and record the lead's name, answer, and date.
- Revise, don't re-author. Apply only the corrections a department lead has confirmed, publish on the agreed turnaround, and retire superseded versions so only one current version of anything stays in circulation.
- Own knowledge base integrity. Keep every entry on template with an owner, ID, version, and review date, and keep the Drive structure enforced: nothing off-format, nothing duplicated in email or personal drives.
- Check that English and Spanish match. Confirm the Spanish version of an asset says exactly what the English version says: same steps, same order, same current system names.
Operations:
- Run the employee database cycle. Process the weekly export through the reconciliation workbook, route enrichment gaps to General Managers, and keep supervisor fields accurate.
- Administer system access. Apply user-access changes and add new systems to the exact scope People Ops provides. People Ops decides access; this seat applies it.
- Keep the dashboards honest. Run a daily scan and a weekly full pass of the coaching dashboard for pipeline errors, and escalate findings to People Ops rather than interpreting the data yourself.
- Keep the daily rhythm. Time-box a daily operations pass to dashboard scans, request intake, and project hygiene, and close every day with attendance, completions, and trackers filed and audit-ready.
- Report weekly. Deliver the reporting pack and the L&D Manager check-in every Friday.
