Vice President, Talent and Workforce Strategy - Eden Prairie, MN

UnitedHealth Group•Eden Prairie, MN

23d•$200,400 - $343,500

About The Position

The Vice President, Talent and Workforce Strategy is the enterprise leader responsible for connecting business strategy, workforce intelligence, talent decisions, and AI workforce redesign. The role modernizes and simplifies the integrated talent and performance strategy to optimize enterprise resources, strengthen business performance, anticipate future capability needs, accelerate internal mobility, and build succession depth for critical enterprise leadership roles. It also holds explicit accountability for organizational effectiveness and leadership development. A defining priority is co-leading AI workforce modernization with Optum Technology. The role treats AI as a business and workforce transformation—not solely a technology deployment—by redesigning workflows, clarifying human and digital-worker roles, building role-based capabilities, and turning productivity potential into adopted, sustainable value. The leader works across Optum and UHC businesses, enterprise People capabilities, Finance, and Technology to scale common methods while enabling business-specific execution, aligned with employee experience and sustainable behavior change. The Vice President leads enterprise approaches to workforce planning and intelligence; work and role redesign; talent, performance, succession, leadership development, careers, and mobility; workforce technology and data; value realization; organizational effectiveness; and change activation. The role advises senior People and business executives, including the SVP, Talent, Strategy & Innovation, CPOs, the People Leadership Team, and Optum executives. It leads a high-performing enterprise team and mobilizes matrixed teams across businesses and functions.

Requirements

Bachelor’s degree required.
15+ years of progressive leadership experience across workforce strategy, talent management, organization transformation, People Business Partner leadership, or related disciplines in a large, complex organization.
Demonstrated success leading enterprise workforce or operating-model transformation with measurable business, productivity, talent, and adoption outcomes.
Deep expertise in strategic workforce planning, talent and succession, performance, skills, mobility, organization design, and change leadership.
Experience partnering with Technology, product, analytics, and business leaders to translate AI, automation, and digital strategies into workforce implications and execution plans.
Executive-level influence and communication, including the ability to simplify complex choices for C-suite and Board audiences and align leaders across a highly matrixed enterprise.
Solid commercial, financial, analytical, and risk judgment, with the ability to connect workforce actions to operating plans and value realization.

Nice To Haves

Advanced degree in business, human resources, organization development, strategy, analytics, or a related field.
Experience leading workforce transformation associated with AI, automation, digital transformation, or future-of-work initiatives.
Experience with talent marketplaces, skills-based organizations, workforce intelligence platforms, or related workforce technologies.
Experience partnering with executive committees, boards, or large-scale enterprise leadership teams.

Responsibilities

Co-own AI workforce modernization with Optum Technology, aligning business priorities, technology delivery, skills, role redesign, change, and workforce actions.
Establish human-agent operating principles, adoption expectations, governance interfaces, and scalable activation methods.
Create a repeatable approach to deconstruct work, simplify before automating, define future workflows, and translate AI deployment into role, skill, capacity, location, and operating-model implications.
Build forward-looking workforce views of supply, demand, cost, critical skills, and automation potential, and translate insights into build, buy, borrow, redeploy, reskill, or reduce decisions.
Create enterprise and business workforce strategies linked to growth, productivity, and operating plans; develop scenario-based plans for talent supply, location, labor mix, automation, reskilling, redeployment, and external hiring.
Own and simplify the integrated enterprise talent and performance strategy, including talent philosophy, talent reviews, succession, critical-role planning, executive pipelines, and differentiated investment.
Lead succession planning, executive readiness, and talent development, with particular focus on succession depth for CEO, CFO, CMO, and other critical enterprise roles.
Evolve performance management toward continuous goals, feedback, differentiation, and development.
Scale enterprise mobility and career practices that connect employees to priority opportunities and enable movement across businesses and talent pools.
Establish skills-based approaches across talent management, workforce planning, learning, and organization design, including career-marketplace and career-navigation strategies.
Shape requirements for workforce intelligence, skills, talent, and organization-design platforms; partner with Technology and data teams to create trusted insights, responsible AI controls, and usable decision support.
Drive a cohesive talent technology roadmap across talent, performance, workforce intelligence, skills, and mobility platforms to improve user experience and business outcomes.
Clarify decision rights across enterprise and business People functions, Finance, and Technology; build reusable standards while maintaining business accountability for adoption and value.
Advise leaders on organizational effectiveness and workforce implications of strategic change, and lead cross-functional transformation across business, People, Technology, Finance, and Operations.
Equip leaders and People Business Partners to redesign work, lead transitions, and make transparent workforce decisions; integrate communications, learning, change readiness, and employee listening into modernization roadmaps.
Define adoption, capability, workforce, productivity, and talent outcomes; partner with Finance and business leaders to track benefits, risks, and execution against commitments.
Advise the SVP, Talent, Strategy & Innovation, CPOs, the People Leadership Team, and Optum executives; translate external trends, workforce signals, and execution data into choices, risks, and recommendations.
Partner with People leadership on executive talent decisions, succession risks, leadership capability, critical-role identification, and development planning.
Lead and develop a high-performing enterprise team spanning talent management, workforce strategy, performance, mobility, and modernization; mobilize matrixed teams across businesses and functions.
Build organizational capability through coaching, talent planning, team development, and collaboration across People functions, business leaders, and enterprise partners.