Director, Global Talent Management

MiniMed•Northridge, CA

1d•Hybrid

About The Position

MiniMed is newly public and building its talent function largely from scratch. The Director of Global Talent Management owns that build end to end — performance management, career frameworks, learning, talent pipeline, and organizational effectiveness — across every function in the company, not one client group. This role reports directly to the CHRO and leads a small team, with regular exposure to the CEO and ELT on talent reviews and succession. It’s built for someone who wants to design systems that don’t exist yet, not administer ones that already do. It requires real business acumen — the ability to translate people strategy into outcomes the CEO and CHRO will act on — plus the comfort of operating in a fast-paced, newly independent company where the playbook is still being written. This is a hybrid role based in Northridge, California, with an onsite expectation of 3 days per week.

Requirements

Bachelor's degree and 10+ years of progressive HR experience with a focus on talent management, organizational development, or related disciplines Or, advanced degree and 8+ years of progressive HR experience with a focus on talent management, organizational development, or related disciplines
7+ years of managerial experience

Nice To Haves

Master's degree or MBA
Experience supporting a company through an IPO or major organizational transition
Strong business acumen with the ability to translate people strategy into business outcomes
Experience operating in a fast-paced, high-growth, or newly independent company environment
Demonstrated experience designing and implementing performance management, career development, and learning programs at scale
Exceptional communication, influencing, and stakeholder management skills
Proficiency with HR technologies and the use of AI in talent and learning
Global HR experience across multiple geographies

Responsibilities

Run the executive talent review cadence across every function — not a calendar exercise, but the forcing function that keeps leaders honest about how we get work done, the fuel behind our mission, who’s ready for more, who’s stalled, and who may be a flight risk.
Turn what you find into succession plans we trust, not an org chart with names penciled in.
Build MiniMed’s career framework from scratch — a self-service model that gives employees real ownership of their own development, backed by an IDP framework and toolkits managers will use.
Own the L&D strategy end to end: evaluate vendors, choose the platform, and call the trade-off between building and buying.
Stand up MiniMed’s early-career strategy — rotational and graduate programs — as a pipeline for the talent the company will need in three years, not just headcount for today.
Build the long-term pipeline plan now, while there’s still room to shape it.
Own the global performance management framework and keep evolving it — this isn’t a set-and-forget system.
Build the tools and materials that make honest, feedback-first conversations the default, not the exception managers dread, using platforms and technology that make the experience feel seamless rather than administrative.
Partner with business leaders and HRBPs on onboarding, org design, and workforce planning — and be the one who spots the structural or capability gap before it becomes a leadership team’s problem.