Talent Enablement Partner

Talent Enablement Partner | Fortive Role Summary The Talent Enablement (TE) Partner helps Fortive Operating Companies solve business and leadership challenges by translating them into practical talent actions that improve performance. This role serves as a dedicated partner to assigned OpCos and corporate functions — helping leaders focus on the few development and capability shifts that matter most, activating the right solutions, and staying accountable until those changes take hold. Reporting to the VP Talent Enablement, the TE Partner works closely with OpCo HRVPs, HR business partners, and leaders to listen, diagnose, confirm, recommend, co-create, and sustain solutions over time. This is not a traditional program-building role. TE Partners use enterprise tools and content first, shape practical solutions for the OpCo context, and only build something new when nothing else will work. The role requires someone who can learn a new business quickly, build credibility without a lot of infrastructure, operate comfortably in ambiguity, and stay with the work long enough to see behavior and business outcomes improve. Primary Responsibilities 1. Business & Talent Diagnosis Build a deep understanding of each assigned Operating Company’s strategy, operating model, leadership strengths, and talent risks through an embedded partnership with OpCo HRVP, HR business partners, and OpCo people leaders. Partner with operating company HR teams to clarify the real business problems to solve and shape targeted responses. Translate business challenges into clear leadership, capability, and talent implications. 2. Solution Shaping & Enablement Shape, recommend, co-create, and embed practical solutions by drawing from enterprise curriculum, assessments, coaching, development plans, and learning assets as options. Use what already exists when it will work. When no enterprise solution fits, the TE Partner may design a net-new approach with the HRVP and flag recurring needs back to the Enterprise Development & Delivery Specialist. Adapt and contextualize solutions so they fit the Operating Company’s realities and operating cadence. 3. Selective Delivery & Coaching Co‑design and deliver with HRVPs and other leaders when the circumstances make sense to build internal activation capability. Personally facilitate and deliver high impact workshops, team installations, and leadership sessions when expertise, behavior change, or alignment is critical. Coach leaders and teams in the flow of work , reinforcing new behaviors and practices over time. For Partnership Programs (e.g., PLE, GEM, Talent Edge): support the reinforcement, practice, and coaching moments that follow center-delivered core experiences — helping OpCo leaders embed new behaviors in their daily work and operating cadence. 4. Sustained Outcome Ownership Maintain ongoing partnership with the Operating Company HR team to monitor progress, adjust the approach, and reinforce follow-through until the change is sticking. Stay accountable for outcomes over time — not just design and delivery — and prioritize solutions that support the business strategy and maximize business impact. Surface risks, trade‑offs, and priority tensions early and transparently. Own the ‘20% localization’ for Partnership Programs — adapting enterprise curriculum to the OpCo’s context, use cases, and operating cadence in partnership with the HRVP or OpCo customer. How the role works in practice 1. Start with the OpCo business problem Partner with the operating company team to align early on the outcome the OpCo cares about. Use a simple sequence: listen → diagnose → confirm → recommend → co-create . 2. Translate priorities into critical-few high-leverage interventions Convert business priorities into clear capability/behavior shifts and define “what good looks like” for leaders and priority populations. Use reframes to keep the work outcome-based: “That’s the symptom—let’s confirm the root cause we’re solving for.” 3. Leverage enterprise assets, but design for OpCo adoption Bring a menu of established enterprise tools and adapt to what will work in the OpCo’s context. Design for the OpCo’s operating cadence: integrate into existing meetings, rhythms, and leader routines. When the best path is beyond current enterprise offerings, align with the HRVP on an alternative approach and ensure it integrates cleanly with the OpCo’s goals. Flag recurring unmet needs to the Enterprise Development & Delivery Specialist for potential enterprise portfolio development. 4. Build capability and sustainment while delivering Co‑create with the HRVP and OpCo leaders so the diagnosis, story, and plan can be replicated and scaled. Make “what to do next” explicit: define roles, cadence, and follow through checkpoints with the HRVP. Align on whether the work is HRVP led (with TE Partner support) and/or TE Partner led (direct delivery) . Co-design and support accordingly. How This Role Fits in the Operating Model The TE Partner primarily operates within two of the three engagement patterns: Partnership Programs: The center builds the 80% core curriculum. The TE Partner works with the HRVP/OpCo to contextualize the last 20% (use cases, local examples, reinforcement cadence) and supports the coaching and sustainment layer after center-delivered experiences. Custom Enablement: When an OpCo surfaces a unique need not in the enterprise portfolio, the TE Partner helps shape a solution — drawing on enterprise assets where possible and flagging recurring needs back to the center. The TE Partner also coordinates with Learning Operations (a separate team managing LMS, talent technology, assessment tools, and on-site learning logistics) to ensure smooth deployment. Success Measures Success in this role is defined by observable and sustained impact , including: Improved leadership effectiveness and behavior change Stronger bench readiness and talent progression in priority roles Higher quality execution of talent processes (e.g., OTA, development planning) Improved employee experience in targeted moments that matter Increased capability and confidence of HRVPs and people leaders to lead enablement work independently Ability to integrate as a strategic and collaborative partner with OpCo Strength of feedback loop with Enterprise Development & Delivery Specialist — recurring OpCo needs surfaced and addressed in the enterprise portfolio. Required Experience & Capabilities Bachelor’s degree required, ideally in Human Resources, Business, Organizational Development, Industrial/Organizational Psychology, Education, or a related field. Master’s degree preferred. Typically 8+ years of experience across HR business partnership, talent management, leadership development, organizational development, internal consulting, or related business-facing talent roles. Experience operating as an internal consulting partner to leaders at all levels ideally through long term engagements. Demonstrated ability to diagnose complex organizational and leadership challenges. Strong facilitation and coaching skills; comfortable shaping demand, challenging assumptions, and prioritizing what matters most. Highly adaptable and scrappy; able to learn a new business quickly, build credibility without a lot of infrastructure, and operate comfortably in ambiguity. Judgment to resist building from scratch when an existing enterprise asset or simpler approach will work; able to design and build a solution end-to-end only when needed. Fluency with modern learning delivery approaches and tools (virtual and in-person facilitation, cohort experiences, leader toolkits, and learning technologies) to scale adoption across operating companies. Able to operate in a dual mode: as a trusted internal consulting partner (diagnosis, influence, alignment through the HRVP) and as a hands-on L&D practitioner (direct delivery, installation, and reinforcement in the flow of work). Experience working effectively in a decentralized, multi-OpCo or matrixed operating model—balancing local context with enterprise resources and building durable partnerships with OpCo HRVPs and leaders. Strong change leadership and implementation discipline; able to move from concept to sustained behavior change and stay accountable for results over time. Data-informed orientation: comfortable using qualitative and quantitative inputs (business signals, talent data, feedback) to diagnose needs and demonstrate impact. #LI-CS23