Manager III, User Experience Design, Talent Solutions

Description

As a UX Design Manager on the Talent Solutions team, you lead a team of designers who own the experiences Amazon's candidates, recruiters and hiring managers use every day. You are accountable for the quality of what your team ships, the growth of the people on it, and the design bar across the products in your domain.

As a UX Design Manager on the Talent Solutions team, you lead a team of designers who own the experiences Amazon's candidates, recruiters and hiring managers use every day. You are accountable for the quality of what your team ships, the growth of the people on it, and the design bar across the products in your domain. This is a hands‑on management role.

You set direction, coach designers through hard problems, and hold the craft bar in reviews. You partner daily with product management, engineering and UX research, and you represent design in the forums where scope and sequence get decided. Where design has historically joined the conversation late, you move it earlier. To succeed, you need judgement about which problems deserve your team's time, the credibility to hold a design position with senior partners, and the discipline to build a team that raises its own bar.

Our environment is ambiguous and fast‑moving. It rewards people who take ownership before being asked.

• Manage, coach and grow a team of designers across levels, with clear expectations and honest, specific feedback
• Own hiring for your team, from bar‑raising loop participation through onboarding and ramp
• Build career paths that develop craft and leadership together, and give designers work that stretches them
• Create a team culture where designers critique each other's work directly and improve it

• Hold the quality bar for everything your team ships, across interaction design, visual craft, content and accessibility
• Run design reviews that raise the work rather than approve it, and make the standard explicit enough that others can apply it
• Drive adoption of shared design system components and patterns so quality scales without your presence
• Partner with UX research so evidence, not preference, settles design debates

• Decide what your team takes on and what it declines, against the domain's roadmap and the team's declared investment split
• Size design effort early enough that it lands in product plans rather than arriving as a constraint
• Match the engagement model to the ask, whether embedded, allocated, advisory or small‑fix, and make the choice visible to partners
• Keep the team's commitments, owners and dates current so capacity is legible to the wider organisation

• Represent design in roadmap, intake and toll‑gate forums, and hold a position when the evidence supports it
• Translate customer pain into a case senior partners act on, using the team's customer value and evidence framework
• Build the working relationships across product and engineering that let design shape decisions early
• Model behaviour that exemplifies Amazon Leadership Principles

Your day starts with your team. You spend it in design reviews and one‑to‑ones, unblocking designers on the problems that need a second pair of eyes and pushing on the ones that need a higher bar. You move between a small number of standing forums where the work actually gets shaped: a leadership sync where priorities get set, working sessions with product and engineering partners where scope and sequence get agreed, and an open session where anyone across the business can bring a design question.

In between you are in the work itself, reviewing flows and prototypes, weighing accessibility and content alongside visual…