Associate Director, Strategic Workforce Planning & Culture

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 salary and bonus plan
• •Paid vacation/holidays/sick time - 15 days of vacation first year
• •Comprehensive benefits package including 401K, medical, dental, and vision care - Available day one
• •Encouraging and collaborative team environment
• •Dedication to safety through our Zero Harm policy
• •JCI Employee discount programs (The Loop by Perk Spot)

Check us Out: A Day in the Life of the Building of the Future https://youtu.be/pdZMNrDJviY

Role Overview

This role is the enterprise product owner for two complementary capabilities: strategic workforce planning and culture shaping. Operating with global enterprise scope within Organizational Development, it builds the playbooks, methodologies, analytics, labor market insight and leader enablement that allow the business to plan its workforce deliberately and translate the Winning Behaviors into everyday operating norms. A workforce plan defines and builds the capability the business needs; culture determines whether that capability can be sustained.

The role leads through influence rather than direct authority, scaling both products through HR Business Partners, Talent Partners and business leaders while advising senior leaders on critical growth initiatives. It advances each product from nascent to enterprise maturity, embedding workforce planning into long-range planning, budget and talent review, and establishing culture measures that sustain behavior change. It is accountable for measurable outcomes: improved workforce visibility and planning accuracy, reduced reliance on external hiring through develop-first capability building, and a culture that sustains continuous improvement.

KEY ACCOUNTABILITIES

Strategic Workforce Planning Product Ownership Owns the enterprise strategic workforce planning product, including the playbook, methodology, facilitation guide and the supporting talent, supply-and-demand and labor market data products through analytics partnerships. Connects strategy to strategic workforce planning at-scale through integration with strategic planning mechanisms, budget, capacity planning and operating KPIs so plans drive investment decisions rather than follow them. Ensures each breakthrough growth initiative is supported by a capability-based plan that identifies critical talent groups, quantifies gaps and prioritizes develop-first actions over external hiring.

Culture Shaping Product Ownership Owns the enterprise culture shaping product, translating the Winning Behaviors into observable operating norms through playbooks, toolkits and leader enablement. Enables HR leaders to be the ambassadors of culture through establishing a credible cultural baseline with diagnostics, surveys and dashboards; and reinforcement mechanisms that keep behavior change from fading. Integrates culture measures into talent review, succession and the colleague experience so culture is managed as a driver of business performance.

Product Lifecycle, Measurement and Continuous Improvement Manages both products through the value lifecycle, advancing their maturity quarter by quarter at the pace the business requires. Defines the measures of adoption, quality and business value, builds the mechanisms to collect them, and uses the evidence to prioritize enhancements and retire what no longer adds value. Applies technology and AI, including platform integration with organizational design data and prompt quality standards, to move the products toward self-service and predictive insight.

Enterprise Capability Building and Adoption Scales workforce planning and culture shaping through HR Business Partners, Talent Partners and business leaders, equipping them with the data, tools and standard work to operate independently. Creates leader-facing materials, leads learning forums and coaching, and builds feedback loops that improve adoption over time. Success is judged by the self-sufficiency of this network, not by the volume of work the role delivers directly.

Senior Leader Advisory and Cross-Functional Partnership Provides white-glove consultation to senior leaders and their HR partners on high-priority workforce and culture questions, using each engagement to sharpen the products. Partners with workforce analytics, learning, finance and talent colleagues on the data, tools and planning cycles the products depend on. Co-leads pilots in critical-talent segments and integrates the learning into enterprise standards.

Business System Leadership Applies the JCI business system as the operating discipline for both products: defining standard work, going to where the work happens and solving problems at their root cause. Designs playbooks and tools that give frontline leaders clear expectations and the capability to act, so workforce and culture decisions are made closer to the customer. Connects workforce planning and culture shaping directly to customer, operational and financial outcomes, and uses continuous improvement to make each release faster, simpler and more effective.

Talent System Leadership Strengthens the talent system by aligning workforce and talent decisions to business strategy. Ensures capability requirements defined through workforce planning inform hiring, development, career paths and assessment, and that culture measures inform how talent is evaluated and developed. Builds capability across the HR and leader community to sustain the leadership, talent and culture required for transformation.

WINNING BEHAVIORS

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

Business Pragmatism. Naturally gravitates toward what creates practical value for the business rather than theoretical elegance. Is comfortable releasing a workable solution and refining it through use. Embraces Agile concepts of Proof-of-Concept, Minimally Viable Product, and Continuous Improvement.

Systems Orientation. Instinctively sees connections between strategy, workforce, structure and culture. Anticipates how a change in one part of the system will affect the others. Seeks to strengthen the entire Talent System through their work.

Curiosity. Has a genuine drive to understand how the business, its markets and its people work. Seeks out new data, perspectives and methods, including emerging AI capability, without being prompted.

Leads with Data. Seeks data-based problem solving and solutions, using a