Executive Director, Workforce Engineering and Transformation

% 

of time

Essential Function (Yes/No)

Key Responsibilities

(To be completed by Supervisor)

20%

Integrate Enterprise People Strategy, Workforce Engineering, and Workforce Transformation

• Translate long-term Enterprise and People Strategy priorities into an integrated workforce transformation agenda, portfolio, and multi-year capability roadmap

• Create clear connections across People Strategy execution, analytics enablement, HR strategic initiatives, and enterprise business priorities so work is sequenced and governed as one system rather than as disconnected projects

• Advise the CHRO, HR Leadership Team, and senior operational leaders on workforce implications, strategic tradeoffs, investment priorities, and emerging workforce risks.

20%

Lead Workforce Strategy, Engineering, and Future Workforce Design

• Sponsor and govern the enterprise strategic workforce planning framework, including workforce segmentation, demand and supply analysis, scenario planning, critical-role strategy, skills and capability planning, and integration with financial and operating plans

• Advance workforce engineering approaches that deconstruct roles into tasks, skills, decision rights, and capacity requirements to identify work that can be automated, augmented by AI, simplified, eliminated, consolidated, or redesigned.

• Guide future-of-work strategies involving flexible scheduling, new staffing models, skills-based deployment, contingent and alternative workforce models, digital labor, new management practices, and other workforce innovations

• Ensure workforce design recommendations account for patient care, quality, safety, regulatory requirements, labor relations, equity, employee experience, and operational feasibility

20%

Lead the HR Strategic Portfolio and Workforce Transformation Delivery System

• Establish and maintain a single enterprise portfolio of major HR and People Strategy initiatives with clear strategic alignment, ownership, sequencing, milestones, dependencies, resource requirements, risks, and expected benefits

• Lead portfolio prioritization and resource tradeoff processes that help executives accelerate, defer, combine, redesign, or stop work based on strategic value and organizational capacity

• Set expectations for scalable program and project management practices, executive sponsorship, governance, risk management, decision-making, and benefits realization without creating unnecessary administrative burden

• Provide executive oversight for the highest-risk or highest-value transformation programs and intervene when initiatives face unclear ownership, competing priorities, or cross-functional barriers

15%

Connect People Strategy to Analytics, Measurement, and Decision Support

• Lead the People Strategy Enablement capability that translates strategic business questions into analytics use cases, decision-support requirements, and a prioritized people analytics portfolio in partnership with Data & Insights

• Ensure workforce and People Strategy decisions are supported by trusted data, consistent measures, clearly defined outcomes, and an intentional evolution from descriptive reporting toward diagnostic, predictive, and prescriptive insight

• Establish expectations for People Strategy performance reporting so senior executives and HR leaders can monitor execution, workforce outcomes, risks, and realized impact

• Maintain clear operating boundaries so Data & Insights retains technical ownership for data architecture, analytics development, reporting solutions, and analytical modeling

10%

Govern Strategy Execution, Change Adoption Strategies, and Workforce Transition

• Establish governance structures, decision rights, review cadences, escalation pathways, and accountability mechanisms that keep People Strategy and workforce transformation priorities actively managed

• Ensure complex transformations incorporate change and transition management from the outset, including stakeholder impact, sponsorship, communications, readiness, training, adoption, and manager enablement

• For AI automation, augmentation, role redesign, and workforce restructuring, ensure leaders have clear transition strategies addressing reskilling, redeployment, role changes, capacity shifts, labor implications, and employee experience

• Create a closed-loop process in which execution performance and workforce outcomes inform future strategy, investment, and design decisions

15%

Build Enterprise Capability, Leadership Alignment, and Team Performance

• Build, lead, and develop a high-performing multidisciplinary team spanning workforce strategy, workforce design, portfolio/program management, change management, analytics enablement, and strategy execution

• Establish common methods, playbooks, standards, and decision frameworks that build workforce planning, workforce transformation, and people strategy execution capability across HRBPs, COEs, and business leaders

• Facilitate complex leadership discussions where strategic priorities, workforce capacity, cost, technology, organizational design, and employee impacts require explicit tradeoffs

• Continuously evaluate the effectiveness of the Workforce Engineering & Transformation operating model and evolve the function as organizational needs, technology, and workforce conditions change

100%