Manager, Talent Operations & Portfolio

TALENT PORTFOLIO & PROJECT ENABLEMENT

Maintain a simplified portfolio view of major Talent initiatives across North America, including status, milestones, risks, decisions, dependencies, and key communication or adoption impacts.

Prepare clear portfolio snapshots and leadership updates that help Talent leaders understand progress, risks, priorities, and required decisions.

Establish and maintain lightweight project frameworks, templates, and ways of working that scale based on risk, complexity, and business impact.

Enable project owners on goal setting, stakeholder mapping, communication planning, workback planning, risk tracking, and launch readiness while reinforcing that functional owners remain accountable for delivery and outcomes.

Own internal communications, including employee and manager facing communications, and enablement material creation on major Talent processes, tools, and initiatives, partnering with internal Talent stakeholders as needed.

KNOWLEDGE MANAGEMENT & ADOPTION ENABLEMENT

Own the framework, standards, and organization of Talent documentation, including process documentation, job aids, FAQs, operating guides, ownership models, and version control.

Partner with functional leads and process owners to keep documentation current, usable, and aligned to how teams within Talent work.

Create role-based enablement materials, communication assets, and adoption resources in partnership with functional leads and project owners.

Maintain the structure for customer-facing SuccessFactors Employee Central (SFEC) content and shared Talent resources so materials are current, organized, and easy to find.

PROCESS GOVERNANCE & CONTINUOUS IMPROVEMENT

Define and maintain core Talent operating processes, workflows, handoffs, and escalation paths across teams.

Identify recurring process breakdowns, inefficiencies, and stakeholder pain points, then translate them into a prioritized continuous improvement backlog.

Drive prioritization of improvement opportunities based on impact, urgency, risk, and effort.

Facilitate retrospectives and lessons learned for major Talent initiatives to improve future planning, execution, and change readiness.

Partner with TO leaders to improve consistency, efficiency and service delivery across the function.

SUCCESSFACTORS & TALENT DATA MANAGEMENT OPERATING GOVERNANCE

Lead coordination of post go-live HCM stabilization routines, including issue tracking, operating documentation, escalation paths, and visibility into recurring themes.

Partner with Talent Data Management (TDM) and other stakeholders to maintain data audit calendars, issue logs, remediation tracking, and clear ownership for critical data processes.

Support process clarity for data corrections, audits, reporting, and downstream issue resolution.

Ensure TO teams have the tools, guidance, and role clarity needed to operate effectively in SFEC, including crossover responsibilities between TDM and Talent Systems (TS) teams.

OPERATING SYSTEMS, TOOLS & REPORTING

Own the build-out, launch, and ongoing enablement of a Talent project management platform, ensuring the tool supports portfolio visibility, consistent tracking and clear ways of working across the Talent team.

Create and maintain standard board templates, required fields, status definitions, dashboards, and reporting views for major initiative tracking.

Drive adoption of the Talent project management platform and related operating tools through guidance, training, governance, and user support.

Maintain reporting views, resource hubs, and shared operating structures so leaders and teams can quickly understand priorities, progress, and ownership.

Manage global partnership and alignment on tracking, communications, and governance standards as needed.

Recommend improvements to tools, workflows, and reporting practices based on user feedback and operational needs.