Talent Enablement Partner

Talent Enablement Partner | Fortive

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 HRVPs, 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.

1. Business & Talent Diagnosis

• 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.

2. Solution Shaping & Enablement

• 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.

3. Selective Delivery & Coaching

• 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.

4. Sustained Outcome Ownership

• 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.

How the role works in practice

1. Start with the OpCo business problem

• Partner with the operating company team to align early on the outcome the OpCo cares about.
• Use a simple sequence: listen → diagnose → confirm → recommend → co-create.

2. Translate priorities into critical-few high-leverage interventions

• Convert business priorities into clear capability/behavior shifts and define "what good looks like" for leaders and priority populations.
• Use reframes to keep the work outcome-based: "That's the symptom—let's confirm the root cause we're solving for."

3. Leverage enterprise assets, but design for OpCo adoption

• Bring a menu of established enterprise tools and adapt to what will work in the OpCo's context.
• Design for the OpCo's operating cadence: integrate into…