Talent philosophy:  Embed our talent philosophy into all remaining talent practices by the end of 2027, holding the standard consistently across the company so differentiation, transparency, and leader accountability show up in how leaders make talent decisions. Build HR excellence by upskilling our HR community in talent assessment and calibration, and build people-leader capability to execute our practices with confidence, working with Total Rewards, Leadership Development & Learning, and HR Technology.

Talent operating system:  Own the unified cadence of goal setting, the annual performance cycle, calibration, talent reviews, succession, and workforce planning across the enterprise, built on an integrated talent plan. Drive flawless execution, own the talent scorecard that shows the impact of our practices, and redesign what stops producing decisions.

Succession & critical talent:  Define the succession frameworks, criteria, and readiness definitions that give us honest visibility into bench strength and leadership risk. Partner with Operating Company and functional HR leaders and their business partners on the health of our talent pipelines, driving the assessment and development of critical talent pools and target roles, from early career and high potential through the executive pipeline.

Workforce planning:  Own the workforce planning process and consult directly with Operating Company and functional Heads of HR and their business leaders, in consultation with our Organization Effectiveness and Talent Acquisition leaders, to deliver the plan for each business and function and the enterprise view for all of Ralliant. Build the buy-versus-build plan collaboratively, translating it into hiring plans with the Talent Acquisition leader and capability-building plans with the Organization Effectiveness leader.

Position Requirements

• This opportunity could be for you if:
• You bring deep talent management experience at a company recognized as world class in this discipline.
• You are a systems thinker who has owned talent processes or succession at enterprise scale.
• You assess talent with rigor, judgement, and strong analytics.
• You bring strong business and financial acumen, connecting talent strategy to business strategy.
• You are an excellent communicator who prepares polished materials for senior executive audiences.
• You are courageous, and you can point to a time you held the talent standard when it was unpopular.
• You are an operator who executes: hands-on, biased to action, thriving in ambiguity and moving an enterprise agenda through influence.

What success looks like in the next 12 to 18 months

• Our talent philosophy is embedded in our talent practices, and leaders are using it in ways that materially move business performance.
• Every critical role has a succession plan with readiness defined, and we have a clear view of functional and business pipeline health with countermeasures and plans attached.
• Each business and function has a workforce plan, translated into hiring plans with the Talent Acquisition leader and capability-building plans with the Organization Effectiveness leader.
• Our talent practices and annual talent cycle are rigorously executed, with well-trained and equipped HRBPs and people leaders taking ownership and making an impact through better talent decisions.