Talent Partner

Johnson Controls, a global leader in thermal management, mission-critical building systems, energy efficiency, and decarbonization, helps customers use energy more productively, reduce carbon emissions, and operate with the precision and resilience required in rapidly expanding industries such as data centers, healthcare, pharmaceuticals, advanced manufacturing, and higher education. For more than 140 years, Johnson Controls has delivered performance where it really matters. Backed by advanced technology, lifecycle services and an industry-leading field organization, we elevate customer performance, turn goals into real-world results and help move society forward. What we offer Competitive salarybonus plan Paid vacation/holidays/sick time Comprehensive benefits package including 401K, medical, dental, and vision care On the job/cross training opportunities Encouraging and collaborative team environment Dedication to safety through our Zero Harm policy Role Overview (Mission & Scope) The Regional Talent Partner is the regionally embedded talent leader who ensures Johnson Controls’ enterprise talent strategy is translated into disciplined regional execution—treating strategic workforce planning, talent planning, succession, and learning and development as business systems that directly enable growth, transformation, and performance. Critical Frontline Talent Enablement Owns the regional talent strategy for critical frontline, field based talent groups that disproportionately drive customer outcomes and financial performance; ensures these populations have the right workforce plans, hiring pipelines and processes, onboarding, development, and leadership support to perform, grow, and retain at scale—partnering closely with Operations, HR, and enterprise teams to eliminate friction and improve time to impact. Talent Planning & Succession Ensures consistent, high-quality talent planning and succession planning for critical roles, making readiness, risk, and bench strength visible early enough to act; drives clear decisions and action plans that improve pipeline depth, diversity, and time-to-ready successors. Leader & HR Capability at Scale Elevates leader and HR capability to own talent decisions with stronger judgment, courage, and accountability—operating as both a senior advisor and a hands‑on operator who can show, do, and teach—so talent rigor scales beyond the individual. Enterprise Behavior Model This role must model and embed Johnson Controls’ Winning Behaviors as the “how”: We Focus on What Matters We deliver for our customers by going to Gemba and listening to our colleagues, understanding and prioritizing what will have the greatest impact, and making sound decisions where the work happens. We Win as One Team We seek and value different perspectives, collaborate across teams, treat each other with respect, recognize team member contributions, and empower our colleagues closest to the customer. We Own the Outcome We take accountability, translate strategy into actions, and remove obstacles for our colleagues to deliver results that win with customers the right way, with safety and integrity first. We Improve Everyday We seek and speak the truth with humility, get to root causes of problems, and take action with urgency to best serve our customers by learning, adapting, innovating, and supporting our colleagues’ growth. Key Leadership Attributes Talent strategist with regional business intimacy Maintains deep connection to regional strategy and operating reality; translates enterprise standards into a tailored regional approach focused on the roles and talent segments most critical to performance and transformation. Senior advisor with credibility at executive levels Operates as a trusted thought partner to Regional Presidents, VP HRs, and senior functional leaders; leads difficult, high‑stakes talent conversations with clarity, courage, and respect. Strong talent judgment and decision quality Differentiates performance, potential, and readiness with precision; surfaces risk early, challenges assumptions, and drives clear decisions and action plans that improve bench strength and reduce exposure. System builder with governance and operating discipline Treats strategic workforce planning, talent planning, succession, and development as integrated systems with standard work and operating cadences; simplifies complexity so practices scale and stick. Influence without authority Mobilizes cross‑functional leaders through credibility, narrative, and data; aligns competing priorities to shared outcomes across matrixed organizations. Capability builder who scales leader and HR ownership Builds durable leader and HR capability so talent rigor becomes “how we run the business”; coaches leaders to own decisions and hold teams accountable. Data‑informed and outcomes‑driven Uses talent insights and analytics to prioritize actions, track progress, and improve quality; balances quantitative and qualitative signals to drive better decisions. Key Accountabilities Regional talent strategy alignment and prioritization Establish the regional talent agenda anchored to business strategy and operating priorities; define the critical roles, talent segments, and capability shifts that require focused investment. Strategic workforce planning as standard work Own the regional workforce planning rhythm, governance, and decision‑making; translate business plans into workforce implications and build/buy/borrow decisions for critical capabilities. Talent planning and succession Drive high‑quality talent reviews and succession planning with clear readiness definitions, risk visibility, and action plans; ensure pipeline depth, diversity, and development plans for priority roles. Executive talent risk management and intervention Surface talent risks early (bench gaps, flight risk, underperformance in critical roles, capability shortfalls); lead interventions and ensure follow‑through to reduce “surprise” talent events. Leadership pipeline and development integration Partner with enterprise leadership development and regional leadership to connect succession insights to targeted development moves (stretch roles, rotations, coaching, learning journeys) that accelerate readiness. HR and leader capability building Coach HRBPs and leaders on decision quality, talent conversations, and calibration; build enablement so leaders own talent processes rather than delegate them. Talent insights, measurement, and continuous improvement Define the key metrics and leading indicators for pipeline health, readiness, and risk; use insights and post‑mortems to continuously improve talent process quality and effectiveness. Enterprise integration and COE partnership Serve as the senior regional voice into enterprise talent governance; provide feedback and field insight to improve enterprise talent systems while ensuring consistent adoption of standards with appropriate regional nuance. Knowledge & Experience Required Bachelor’s degree required; advanced degree preferred (I/O Psychology, OD, HR, Business, or related). 12–15+ years progressive experience, including: Leading talent planning and succession (regional, business unit, or enterprise) Senior advisory partnership with executive business and HR leaders Operating in complex, matrixed, multi‑geography organizations Building leader and HR capability to own talent decisions and conversations Using talent insights/analytics and assessment data to improve decision quality Strongly preferred Experience in transformation, restructuring, rapid growth, or major capability shifts Background spanning both COE and embedded/field talent leadership roles Experience with enterprise talent governance and standard‑setting across regions 12‑Month Expectations for Success (Role Scorecard — Year 1) Clear regional talent strategy aligned to business priorities, with defined critical roles and talent segments Workforce planning installed as an operating rhythm with governance, decision rights, and actionable outputs Talent planning and succession executed with consistent quality for critical and enterprise‑sensitive roles Improved visibility to talent risks, readiness gaps, and bench strength (earlier detection; fewer surprises) Stronger leader ownership and decision quality in talent discussions; HRBPs enabled with practical tools and coaching Clear measurement framework established for pipeline health, readiness, and risk 24‑Month Expectations for Success (Role Scorecard — Year 2) Deeper, more diverse successor pipelines for critical roles; improved readiness and reduced time‑to‑ready Demonstrable reduction in emergency placements and late‑stage talent escalations Workforce and succession planning embedded into business planning cycles and operating cadence Leaders consistently use talent insights to inform strategy, organization design, and capability investment Region recognized as a benchmark for disciplined, enterprise‑grade talent rigor with tailored regional relevance Open to remote candidates. HIRING SALARY RANGE $150,000-210,000 (Salary to be determined by the education, experience, knowledge, skills, and abilities of the applicant, internal equity, and alignment with market data.) This role offers a competitive bonus plan that will take into account individual, group, and corporate performance. This position includes a competitive benefits package. The posted salary range reflects the target compensation for this role. However, we recognize that exceptional candidates may bring unique skills and experiences that exceed the typical profile. If you believe your background warrants consideration beyond the stated range, we encourage you to apply. To support an efficient and fair hiring process, we may use technology assisted tools, including artificial intelligence (AI), to help identify and evaluate candidates. All hiring decisions are ultimately made by human reviewers. For details, please visit the About Us tab on the Johnson Controls Careers site at #J-18808-Ljbffr