Talent Partner

UCSF•San Francisco, CA

2d•$135,000 - $150,000

About The Position

The Talent Partner is a senior individual contributor within Organizational Effectiveness (OE), reporting to the Director, Organization Design & Effectiveness. The role is aligned to assigned UCSF operating units and serves as the primary Talent and Organizational Effectiveness relationship and engagement lead for those areas. It builds a strong understanding of business priorities, operating environments, organizational challenges, and ongoing OE work. The position combines broad organizational effectiveness consulting capability with strong project and program management. It helps leaders frame organizational needs, distinguish symptoms from underlying issues, coordinate appropriate OE expertise, and manage complex engagements from intake through implementation and review. The Talent Partner integrates the customer relationship and engagement while drawing on specialists in areas such as organization design, transformation, culture, team effectiveness, talent, learning, and future-of-work innovation. Working across UCSF Health and Campus, the role supports clinical, operational, research, education, and administrative environments. It maintains an integrated view of OE demand and work across assigned business units, identifies patterns and emerging needs, and helps the Director prioritize OE capacity. The position is aligned to the business but deployed by OE; it does not replace HR Business Partners or serve as dedicated embedded capacity. It owns engagement continuity and integration, while specialist consultants retain accountability for technical depth in their disciplines.

Requirements

Bachelor's degree in organizational development, business, human resources, project/program management, healthcare administration, or a related field, and/or equivalent experience.
At least 4 years of progressive experience in organizational effectiveness, internal consulting, program/project management, transformation, or related work in complex organizations.
Broad organizational effectiveness knowledge and judgment to frame complex organizational needs and identify when specialist expertise is required.
Strong project and program management capability across complex, multi-stakeholder initiatives.
Demonstrated consulting and relationship-management skills with senior leaders and HR partners.
Strong systems thinking, organizational diagnosis, problem framing, and analytical capability.
Ability to integrate multiple disciplines and recommendations into a coherent business solution.
Exceptional organization, follow-through, communication, facilitation, and stakeholder-management skills.
Experience working with frontline-intensive, operational, clinical, academic, research, or other complex work environments.
Demonstrated experience managing complex cross-functional engagements from problem framing through implementation and review.

Nice To Haves

Master's degree or higher in a related field.
MP, Prosci, Agile, organization design, facilitation, or related certifications.
Experience in healthcare, academic medicine, higher education, or another highly regulated 24/7 operating environment.
Working knowledge of organization design, change, culture, talent, learning, and/or workforce effectiveness practices.

Responsibilities

Serve as the primary OE relationship and engagement lead for assigned business units and their HR Business Partners, developing an understanding of their strategies, operating environments, leadership priorities, and organizational challenges.
Bring the Talent Offer to operating units and manage their engagement in Talent and Leadership Initiatives.
Maintain an integrated view of OE demand, active engagements, emerging needs, and dependencies across assigned business units.
Conduct initial discovery and problem framing, applying broad OE knowledge and systems thinking to clarify needs before determining interventions or specialist support.
Identify recurring themes and enterprise-level opportunities and raise them to the Director for prioritization and capacity decisions.
Partner closely with HR Business Partners while maintaining clear distinctions between HRBP accountability and OE specialist support.
Coordinate Talent offers, processes, and tools end to end with Talent subject-matter experts, including scope, outcomes, workplans, milestones, stakeholders, risks, dependencies, decisions, and follow-through.
Assemble and coordinate cross-pillar OE expertise when engagements require organization design, transformation, culture, talent, learning, leadership, or future-of-work capabilities.
Maintain coherent customer engagements when multiple specialists contribute, ensuring clear roles, handoffs, communication, and accountability.
Anticipate barriers, escalate material risks and trade-offs, and maintain momentum across complex, matrixed initiatives.
Apply disciplined project and program management practices while ensuring process does not substitute for organizational diagnosis and judgment.
Use interviews, stakeholder input, workforce and operational data, observation, and systems thinking to distinguish presenting requests from underlying organizational issues.
Frame problems in terms of structure, leadership, work, teams, culture, talent, operating model, or other organizational factors, and engage appropriate subject-matter expertise.
Integrate recommendations across OE disciplines into practical solutions suited to business context and operational performance.
Work with leaders and specialists to translate recommendations into implementation actions, ownership, and sequencing.
Support implementation by coordinating stakeholders, communications, decisions, adoption activities, and dependencies.
Maintain relationships with business leaders, HR partners, and OE specialists throughout the engagement lifecycle.
Ensure leaders understand what is changing, what is required of them, and where decisions or sponsorship are needed.
Help transition completed work into sustainable business ownership rather than ongoing dependence on OE.
Partner with the OE Strategic Operations & Impact team and Talent SMEs to establish intended outcomes and practical success measures for priority work.
Monitor engagement progress and outcomes, surface evidence of what is or is not working, and support post-implementation review.
Capture lessons, patterns, and reusable practices from operating-unit work and feed them back into the OE practice.
Use portfolio evidence to recommend where work should continue, adapt, scale, or conclude.