Talent Enablement Partner

Fortive•Everett, WA

13h

About The Position

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 HR VPs, 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.

Requirements

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.

Nice To Haves

Master’s degree preferred.

Responsibilities

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.
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.
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.
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.