Senior Director, Talent Acquisition - PACS Services

PACS

1d•Hybrid

About The Position

The Sr. Director of Talent Acquisition is a strategic, build-and-scale leader responsible for designing and standing up an enterprise Talent Acquisition operating model for PACS Services. This role will architect the end-to-end talent acquisition framework—from requisition through Day One readiness—including strategy, process, tools, and team capabilities that improve speed of hire, quality of candidates, and the hiring manager experience, while positioning the organization to scale thoughtfully over time. This role is also responsible for building, leading, and developing the Talent Acquisition team over time, aligned to the phased roadmap and operating model. This is intentionally a builder role, not a transactional recruiting leadership position. The Sr. Director will focus first on designing the model, establishing direction, and delivering early, high-impact wins, even if not all elements of the future-state model are fully implemented. Success is defined by clarity of direction, disciplined sequencing, and demonstrated value to hiring leaders, not by immediate enterprise-wide adoption. The role holds direct authority for Talent Acquisition within PACS Services (Corporate Functions) and operates as an enterprise center of excellence—providing tools, frameworks, and expertise to regional and facility leaders through partnership and influence rather than mandate.

Requirements

Primarily involves sitting for extended periods at a desk or in meetings, with occasional walking and standing.
Frequent use of a computer, keyboard, mouse, and other standard office equipment.
Ability to read computer screens, review extensive documentation, and communicate effectively during in-person meetings, video conferences, and phone calls.
Ability to travel up to 10% of the time across various regions and facilities. This includes navigating airports, driving, or utilizing public transportation, and moving around different facility environments to build relationships and support implementation.

Nice To Haves

A clearly articulated enterprise Talent Acquisition operating model exists, even if not fully implemented.
A credible, phased TA roadmap is in place with defined milestones and direction.
Hiring managers in PACS Services report meaningful improvement in speed of hire, candidate quality, and partnership.
Leaders understand where Talent Acquisition is headed and trust the direction.
Demand for broader TA support begins to emerge organically from the business.

Responsibilities

Design and document a clear, end-to-end Talent Acquisition operating model for PACS Services, spanning requisition intake, sourcing, screening, selection, offer, pre-hire readiness, and transition into onboarding.
Establish a multi-year TA roadmap with defined sequencing, milestones, and decision points that guide how the function will be built and scaled over time.
Make intentional tradeoffs regarding what is built first, what follows, and what is deferred—balancing rigor with practicality.
Continuously refine the model based on outcomes, feedback, and organizational readiness.
Own Talent Acquisition standards, processes, and tools for PACS Services, with authority to require adoption within Corporate Functions.
Serve as an internal advisory resource to regional recruiting teams, providing guidance, tools, playbooks, and best practices on an opt-in basis.
Maintain a light-touch, on-demand support posture with facility HR locals and Administrators.
Partner collaboratively with Corporate recruiters focused on Administrator and Administrator-in-Training (AIT) hiring, without direct reporting authority.
Design recruiting tools, templates, and playbooks that improve consistency, speed, compliance, and candidate quality before scaling execution.
Evaluate and implement recruiting technologies where they demonstrably improve outcomes and the candidate experience.
Work closely with vendors and internal stakeholders to right size an effective tech stack; provide on-going oversight and budgetary control.
Establish clear expectations, handoffs, and accountability points across the recruiting lifecycle without assuming operational ownership.
Build out a monthly TA Scorecard highlighting key activities, volumes, and delivery; plus, provide baseline commentary on risks, progress, and other core insights.
Define practical measurement and feedback mechanisms that enable insight and continuous improvement without over-engineering early.
Focus early execution on higher-impact and harder-to-fill roles, particularly within PACS Services.
Deliver a small number of visible, high-confidence wins that hiring managers feel directly in speed, quality, and partnership.
Avoid premature expansion into full-cycle recruiting for all hiring managers until tools, process, and capacity are in place.
Design recruiting practices that deliver a professional, respectful, and transparent candidate experience, including for candidates who are screened out.
Partner with Corporate Communications to ensure employer brand messaging is consistently reflected across recruiting touchpoints.
Over time, partner with HR Operations, HR Locals, and facility leaders to design a more integrated recruiting-to-onboarding experience.
Establish clear handoffs and expectations that support Day One readiness, including background check completion, system access, and orientation preparation.
Ensure the transition from candidate to new hire feels seamless and intentional without owning onboarding execution.
Operate at the intersection of HR Business Partners, Compensation and job architecture, Corporate Communications, Operations leadership, and Legal and Compliance.
Ensure recruiting practices reinforce broader people systems rather than operating in isolation.
Over time, help define what ‘good’ looks like in the use of external recruiting agencies by providing evaluation frameworks and best practices without mandating vendors.
Develop early-career, internship, and university recruiting strategies when organizational readiness and business demand justify expansion.