- Location
- Dublin, OH
- Workplace
- Hybrid
- Type
- Full-time
- Department
- Quantum Health
- Source
- Lever
Description
Who we are
Founded in 1999 and headquartered in Central Ohio, we’re a privately-owned, independent healthcare navigation organization. We believe that no one should have to navigate the cost and complexity of healthcare alone, and we’re on a mission to make healthcare simpler and more effective for our millions of members. Our big-hearted, tech-savvy team fights to ensure that our members get the care they need, when they need it, at the most affordable cost – that’s why we call ourselves Healthcare Warriors®.
We’re committed to building diverse and inclusive teams – more than 2,000 of us and counting – so if you’re excited about this position, we encourage you to apply – even if your experience doesn’t match every requirement.
Who We Are Looking For
Quantum Health is seeking an Enterprise Talent & Org Effectiveness Partner to translate enterprise talent priorities into practical, consistent and measurable leadership capabilities, talent processes, organizational effectiveness and change solutions.
As a senior practitioner on the Enterprise Talent Development & Culture team, this role serves as a key thought partner to business leaders and Human Resource Business Partners to identify the enterprise leadership capabilities Quantum Health needs, build development paths and learning experiences for managers and leaders at all levels, standardize talent review and succession planning processes, create clear ownership across the leadership experience, and guide leaders and teams through growth, reorganization and strategic change.
This is a highly hands-on and consultative enterprise-facing position. The successful candidate will build trusted relationships, lead through influence and integrity, connect strategy to execution, balance sound learning practices with practical high-quality solutions, and uses evidence to improve outcomes without over-engineering solutions.
What You’ll Be Doing as Part of Our Team
Own the Leadership & Critical Capability Journey
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Own the enterprise process for identifying and prioritizing capabilities, including leadership and manager capabilities, in partnership with business leaders and HR Business Partners.
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Define the capability architecture by establishing leadership competencies, expectations by level and job family, career maps, development roadmaps, aligned training modules, practical experiences and measurable outcomes.
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Diagnose capability needs and distinguish them from issues involving role clarity, decision rights, process, workflow, technology, organizational design or management practices. Determine the appropriate priority, intervention, sequence and level of support.
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Own the full solution experience from diagnosis through measurement, including determining whether to build internally or identify and manage the right vendor; overseeing design, implementation, facilitation, reinforcement, adoption and continuous improvement.
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Build leadership and manager capability through relevant content, coaching, peer learning, mentoring, stretch assignments, action learning and other development experiences that strengthen application and behavior change.
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Establish standards, tools and resources that enable leaders and HR Business Partners to reinforce leadership competencies through talent, performance and development conversations.
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Own measurement and continuous improvement by defining outcomes, tracking participation and completion, assessing application and business impact, and using evidence to improve, expand or retire solutions.
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Serve as the enterprise thought partner on capability, leadership development, talent processes and organizational effectiveness priorities.
Talent Review and Succession Development
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Own the standards, process and governance for talent reviews and succession planning, assessing both individual readiness and the depth of critical talent capabilities needed for current and future roles—not simply who should be retained or named as a successor.
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Design and facilitate evidence-based talent reviews for people leaders and priority talent populations, using consistent criteria and tools to evaluate skill sets, leadership competencies, potential, readiness, mobility, critical-role risk and future-skill requirements.
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Identify capability gaps and emerging skill needs, then recommend or develop solutions such as assessments, simulations, training, coaching, stretch assignments, mentoring and other practical development experiences.
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Translate review outcomes into clear development, mobility and succession actions with defined ownership, timelines, readiness milestones and follow-up.
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Establish scalable measures and reporting to track participation, completion, application, capability growth, readiness and critical-role coverage, using insights to improve talent processes, standards and tools.
Lead Organizational Effectiveness and Change
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Own assigned organizational effectiveness and change workstreams under the direction of the Senior Director, partnering with business leaders and HR Business Partners to guide teams through growth, reorganization and strategic change.
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Lead diagnosis and recommendations related to organizational design, role clarity, decision rights, team effectiveness, manager practices, messaging and the capabilities required for new ways of working.
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Translate change priorities into clear plans that define what is changing, what will remain stable, what people need to do differently, how leaders will reinforce the change and how progress will be assessed.
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Design and deliver practical toolkits, playbooks, leader resources and support mechanisms that improve readiness, adoption and clarity during priority changes.
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Assess how artificial intelligence, automation and changing workflows may affect roles and capability needs, and incorporate relevant knowledge, skills and judgment into talent and organizational solutions.
Consult, Measure and Continuously Improve
• Build credible relationships with leaders, employees, HR Business Partners and subject-matter experts, and translate business needs into practical talent and organizational solutions.
• Establish shared expectations with sponsors for outcomes, responsibilities, implementation, reinforcement and decision-making, and maintain their involvement through execution.
• Define intended outcomes, expected behaviors and measures of success at the beginning of each initiative.
• Build a scalable mechanism into every solution, intervention and resource to ensure consistent delivery and track completion and follow-up—such as learning-system reporting, automated reminders or manager checkpoints—so progress is visible without manual employee-by-employee follow-up.
• Use participation, completion, feedback, application and outcome data with team members, business leaders, HR Business Partners and other stakeholders to decide what to improve, expand or retire.
• Communicate findings, decisions and recommendations clearly, using evidence to improve the work while avoiding unnecessary complexity.
What You Should Have to Qualify
• Bachelor’s degree in organizational development, adult learning, education, human resources, business, communications, psychology or a related field, or an equivalent combination of education and relevant experience.
• At least seven years of progressive experience in talent development, leadership development, organizational development, talent management, change management or a related field.
• Demonstrated experience translating enterprise strategy into practical capabilities, development experiences, talent processes or organizational solutions with measurable outcomes.
• Experience building leadership and manager capability for emerging leaders, new managers, experienced leaders, high-potential talent or succession candidates.
• Experience supporting talent reviews, succession planning, critical-role assessment, mobility or related talent processes.
• Experience advising leaders and teams through organizational growth, reorganization, strategic change, role clarification or new ways of working.
• Strong knowledge of leadership development, adult learning, coaching, talent practices, leadership competencies, organizational effectiveness, team effectiveness, change principles and measurement.
• Ability to influence, establish credibility and lead cross-functional initiatives without relying on formal authority.
• Strong project-management and execution skills, including the ability to manage competing priorities and move work forward.
• Strong consultation, communication, facilitation, presentation and interpersonal skills, including the ability to simplify complex information and navigate challenging group dynamics.
• Ability to use data, feedback and business context to make sound recommendations and communicate implications clearly.
• Ability to work independently, collaborate effectively across functions and protect confidential company, employee, client and member information.
Preferred Qualifications
• Master’s degree in organizational development, adult learning, industrial-organizational psychology, human resources, business or a related field.
• Professional certification in organizational development, coaching, leadership development, DDI certified or similiar facilitation, talent management, change management or a related discipline.
• Experience supporting a healthcare, service, contact-center or other high-volume employee environment.
• Experience applying leadership competencies, behavioral assessments or structured talent-review practices to development and succession decisions.
• Experience with organizational design, team effectiveness, change adoption, employee listening or workforce capability planning.
• Experience using learning, talent, employee listening or collaboration technology, including digital learning tools, performance-support resources or artificial intelligence.
Success in This Role
• Enterprise leadership and manager capabilities are clearly defined by level and job family, with career maps, aligned training modules and practical development experiences connected to business needs.
• Leaders and managers demonstrate increased confidence and application of targeted capabilities in their work.
• Talent reviews are consistent, evidence based and followed by visible development, mobility and succession actions.
• Critical-role risk and succession priorities are understood, owned and progressing.
• HR Business Partners and leaders have practical tools and approaches to reinforce capabilities and guide talent decisions.
• Leaders and teams are better prepared for priority organizational changes, with clearer roles, decision rights and expectations.
• New ways of working show early adoption, improved clarity and evidence of follow-through.
• Trusted relationships support timely movement from enterprise priority to practical action, measurement and improvement.
Additional Role Expectations
• Regular onsite presence in Dublin, Ohio, is required to facilitate leader sessions and talent reviews, coach leaders, build stakeholder relationships and support enterprise initiatives.
• The role must be able to facilitate professional, highly engaging live virtual sessions for geographically dispersed employees and leaders.
• Occasional travel or schedule flexibility may be required based on program, change and business needs.
• This is a senior individual-contributor role that coordinates work through influence and partnership and does not include direct people-management responsibility.