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Organizational Development Jobs in Nebraska (NOW HIRING)

Cordova

Guidewire Consultant

Omaha, NE

You will leverage your deep Guidewire InsuranceSuite expertise to drive modernization and excellence across the entire development lifecycle. Key Responsibilities Architectural Collaboration & Design

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Organizational Development information

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$16.7K

$101.7K

$159.2K

How much do organizational development jobs pay per year?

As of Aug 1, 2026, the average yearly pay for organizational development in Nebraska is $101,709.00, according to ZipRecruiter salary data. Most workers in this role earn between $87,200.00 and $111,100.00 per year, depending on experience, location, and employer.

What are the key skills and qualifications needed to thrive in the Organizational Development position, and why are they important?

To thrive in Organizational Development, you need expertise in change management, talent development, strategic planning, and data analysis, typically supported by a degree in human resources, psychology, or a related field. Familiarity with HRIS systems, employee engagement survey tools, and certifications like SHRM-CP or ODCP is advantageous. Strong interpersonal skills, facilitation abilities, and the capacity to influence stakeholders are crucial for success in this position. These skills are essential because they enable professionals to design and implement effective organizational strategies that foster growth, adaptability, and a positive workplace culture.

What does an Organizational Development job entail?

An Organizational Development (OD) job focuses on improving a company's effectiveness by enhancing its culture, structure, and processes. OD professionals assess organizational needs, design interventions, and implement strategies for change management, leadership development, and employee engagement. They often collaborate with HR and leadership to foster a positive work environment and increase overall performance. Their role is essential in ensuring that organizations adapt to change and achieve long-term success.

What are the main challenges faced in an Organizational Development role?

One of the primary challenges in Organizational Development is managing change effectively, as initiatives often require shifts in culture, processes, or structure that can meet resistance. Professionals in this role must navigate diverse stakeholder perspectives and ensure clear communication and alignment across departments. Balancing the need for measurable results with employee engagement and maintaining momentum for ongoing development can also be complex. However, overcoming these challenges is highly rewarding, as it directly contributes to building more agile, effective, and engaged organizations.

What are the most commonly searched types of Organizational Development jobs in Nebraska? The most popular types of Organizational Development jobs in Nebraska are:
What are popular job titles related to Organizational Development jobs in Nebraska? For Organizational Development jobs in Nebraska, the most frequently searched job titles are:
What job categories do people searching Organizational Development jobs in Nebraska look for? The top searched job categories for Organizational Development jobs in Nebraska are:
What cities in Nebraska are hiring for Organizational Development jobs? Cities in Nebraska with the most Organizational Development job openings:
Organizational Development jobs near you
Infographic showing various Organizational Development job openings in Nebraska as of July 2026, with employment types broken down into 100% Full Time. Highlights an 100% In-person job distribution, with an average salary of $101,709 per year, or $48.9 per hour.

Organizational Development and Learning Manager

Food Bank for the Heartland

Omaha, NE

Full-time

Posted yesterday

New

Job description

Position Title: Organizational Development amp; Learning Manager
Supported by: Vice President of Human Resources
FLSA Status: Exempt, Full-Time
Our Story:
Food Bank for the Heartland has connected our communities with food, resources, and hope since 1981. The fight against hunger is our ongoing, collaborative effort. We work with individuals, organizations, food manufacturers and distributors, grocery stores, the USDA, and Feeding America to procure food and purchase food to supplement donations. Through the collective power of our leadership, employees, partners, volunteers, and donors, we can reach more communities, serve more people, and address food insecurity more directly and effectively. As new needs arise, we are ready.
Our Philosophy: Every service we provide, program we offer, and decision we make is rooted in our core Mission, Vision, and Values.
In Short:
The Organizational Development amp; Learning Manager serves as Food Bank for the Heartland's champion for organizational capability, workforce development, and continuous learning. This role leads the design, implementation, and continuous improvement of learning and organizational development initiatives that strengthen leadership effectiveness, employee performance, career growth, compliance education, and long-term workforce readiness.
Reporting to and supported by the Vice President of Human Resources, this position translates the organization's people strategy into practical learning experiences, leadership programs, performance resources, career pathways, and organizational development solutions that equip employees and leaders to succeed today while preparing the organization for tomorrow.
Serving as Food Bank for the Heartland's Curator of Learning, this role continuously researches, evaluates, develops, and connects employees with innovative learning opportunities, strategic partnerships, emerging technologies, and high-quality external resources that expand organizational capability while maximizing responsible stewardship of organizational resources.
Working collaboratively with leaders across the organization, the Organizational Development amp; Learning Manager assesses workforce capability needs, supports organizational change, strengthens leadership practices, and fosters a culture where continuous learning, knowledge sharing, and professional growth drive organizational excellence and mission success.
Your Mission:
  • Organizational Capability amp; Learning Strategy: Building the knowledge, skills, and capabilities employees and leaders need to perform effectively, adapt confidently, and advance the organization's mission.
    • Develop, implement, and continuously improve organization-wide learning initiatives that support the learning strategy established by the Vice President of Human Resources while aligning with organizational priorities and workforce needs.
    • Assess organizational strengths, workforce capability gaps, and emerging learning needs through leader consultation, employee feedback, performance trends, workforce data, and organizational priorities.
    • Translate identified capability gaps into practical, scalable learning solutions that prepare employees and leaders for current responsibilities and future organizational needs.
    • Design, develop, and deliver scalable learning experiences that strengthen job knowledge, communication, collaboration, accountability, and individual and team performance across administrative, operational, in-person, hybrid, and remote work environments.
    • Partner with department leaders and subject-matter experts to develop technically accurate, operationally relevant, and mission-aligned learning content.
    • Develop annual learning implementation plans, program roadmaps, and project priorities aligned with the strategic direction established by the Vice President of Human Resources.
    • Promote shared responsibility for development by equipping employees and leaders with tools to identify learning needs, create development goals, and apply learning on the job.
    • Develop scalable, role-based learning pathways, structured development journeys, and professional growth resources that support employee effectiveness, career advancement, internal mobility, and long-term workforce sustainability.
    • Partner with organizational leaders to identify cultural capability needs, cultivate critical thinking, and build development strategies that strengthen workforce readiness and organizational resilience.
    • Champion a culture of continuous learning by fostering curiosity, adaptability, innovation, and personal accountability for growth throughout the organization.
    • Serve as Food Bank for the Heartland's Curator of Learning by continuously researching, evaluating, and recommending innovative learning resources, instructional technologies, and workforce development practices that strengthen employee and leadership capability.
    • Develop and maintain strategic partnerships with nonprofit organizations, educational institutions, workforce development agencies, professional associations, technology providers, and community partners to expand access to high-quality, low-cost, or no-cost learning opportunities.
    • Evaluate and coordinate participation in external learning opportunities, including certifications, conferences, webinars, communities of practice, online learning platforms, and collaborative development programs, to maximize organizational capability and responsible stewardship of development resources.
    • Measure learning effectiveness through participant feedback, knowledge acquisition, behavioral application, performance outcomes, workforce analytics, and organizational-impact measures, using results to continuously improve programs and development investments.
    • Lead the development of workforce development and internship programs that support organizational workforce planning, expand talent pipelines, create meaningful learning experiences, and strengthen Food Bank for the Heartland's long-term workforce sustainability.
    • Serve as a trusted organizational development resource by assessing workforce capability needs and recommending learning and development solutions within the scope of this role.
    • Build trusted partnerships with leaders across departments to identify capability needs, distinguish between learning and non-learning performance challenges, and develop solutions that strengthen organizational effectiveness.
    • Partner with leaders to distinguish among skill gaps, performance-accountability concerns, structural barriers, process breakdowns, communication challenges, and employee-relations matters before recommending the appropriate solution.
  • Leadership and Talent Growth: Developing current and future leaders who advance our mission, values, and long-term success.
    • Lead the implementation, administration, and continuous improvement of Food Bank of the Heartland’s leadership-development framework under the strategic direction of the Vice President of Human Resources, ensuring leadership development initiatives align with the organizational priorities.
    • Design, facilitate, and continuously improve leadership-development programs—including Grow to Lead, Lead to Grow, and future initiatives—for emerging leaders, supervisors, managers, directors, and senior leaders.
    • Build strategic relationships with external facilitators, nonprofit partners, educational institutions, and subject-matter experts to supplement internal learning programs and expand development opportunities for employees and leaders.
    • Translate the organization’s leadership philosophy, competencies, and behavioral expectations into practical learning experiences, tools, and development resources.
    • Create tiered development opportunities based on leadership level, role expectations, organizational priorities, and identified capability needs.
    • Facilitate leadership development focused on communication, coaching, accountability, emotional intelligence, conflict resolution, decision-making, change leadership, performance management, and cross-functional collaboration.
    • Collaborate with the Vice President of Human Resources to identify leadership capability gaps and establish targeted development plans and learning solutions.
    • Support leaders in applying learned practices through facilitated discussions, practical assignments, peer learning, follow-up resources, and ongoing reinforcement.
    • Develop manager toolkits, guides, templates, reinforcement resources, coaching tools, and peer-learning opportunities that strengthen consistency in leadership practices across departments.
    • Equip leaders with practical facilitation techniques, coaching skills, and development resources that strengthen their ability to teach, mentor, and develop employees within their own teams.
    • Coordinate, facilitate, and support leadership retreats, planning sessions, cohort programs, and targeted development experiences that address organizational and team needs.
    • Foster peer-learning networks and leadership communities of practice that encourage collaboration, shared learning, and continuous leadership development across departments.
    • Continuously refine leadership-development pathways using participant feedback, leadership-readiness indicators, succession needs, and organizational priorities to strengthen internal leadership pipelines and long-term organizational continuity.
  • Performance Enablement amp; Accountability: Connecting clear expectations, meaningful feedback, employee development, and organizational results.
    • Support the implementation and continuous improvement of the organization’s performance management framework under the strategic direction of the Vice President of Human Resources.
    • Develop and deliver learning resources, manager education, practical tools, and job aids that support the organization's performance management framework, including goal setting, performance conversations, documentation, feedback, coaching, and employee development planning.
    • Facilitate training for supervisors and managers on performance conversations, coaching, evaluation practices, accountability, and employee development.
    • Support annual and periodic performance-review cycles through leader education, employee communication, system guidance, and process resources.
    • Analyze recurring performance themes and partner with the Human Resources Manager to identify organizational learning opportunities, role clarity needs, leadership support, and process improvements that strengthen employee and organizational performance.
    • Develop learning interventions and performance-support resources that address identified workforce needs while distinguishing between learning needs, accountability concerns, process barriers, role design, and employee relations matters.
    • Promote a growth-oriented performance culture in which feedback, development, and accountability are ongoing rather than limited to annual evaluations.
    • Assist leaders in creating individual development plans tied to performance expectations, career interests, and organizational needs.
    • Measure whether learning interventions improve employee performance, leadership behavior, role clarity, and operational outcomes.
  • Succession Planning, Career Pathways amp; Workforce Readiness: Preparing employees and leaders for future responsibilities while strengthening organizational continuity and internal mobility.
    • Support the Vice President of Human Resources in implementing the organization's succession-planning and leadership-readiness framework.
    • Coordinate talent-review processes, readiness assessments, succession documentation, development planning, and follow-up actions for identified leadership and mission-critical roles.
    • Develop and implement individualized development plans, learning experiences, mentoring opportunities, stretch assignments, and readiness-building activities that prepare identified employees for future leadership and mission-critical roles.
    • Partner with leaders to identify critical skills, future capability needs, and potential continuity risks within their departments.
    • Maintain succession and development documentation in accordance with HR confidentiality and data-governance standards.
    • Track leadership-pipeline indicators, internal promotions, readiness levels, development progress, and identified capability gaps.
    • Support workforce readiness during leadership transitions, organizational growth, new role creation, departmental restructuring, and operational expansion.
    • Develop competency-based career pathways and supporting resources that help employees understand the knowledge, skills, behaviors, experiences, and performance expectations required for career growth and advancement.
    • Partner with the HR team to align external recruitment, internal development, succession planning, and workforce-readiness strategies.
  • Compliance Education amp; Risk Prevention: Ensuring Employees understand the policies, responsibilities, and practices necessary to work safely, ethically, respectfully, and compliantly.
    • Lead the administration, delivery, tracking, and continuous improvement of the organization’s compliance-education program under the policy and governance direction of the Vice President of Human Resources.
    • Partner with the Vice President of Human Resources and the Human Resources Manager to translate policy, legal, safety, and regulatory requirements into clear and effective employee and manager education.
    • Maintain responsibility for training administration and education while escalating policy interpretation, employment-law, investigation, and enforcement matters to the appropriate HR leader.
    • Develop and maintain an annual compliance-training calendar aligned with legal requirements, organizational policies, Feeding America expectations, safety standards, and identified workforce risks.
    • Maintain complete and audit-ready training records, completion data, certifications, acknowledgments, and supporting documentation.
    • Monitor training completion and provide leaders with timely reporting regarding outstanding requirements and compliance risk.

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