Onboarding Manager

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 lifecycleservicesand an industry-leading field organization we elevate customer performance turn goals into real-worldresultsand help move society forward.

Role Overview (Mission & Scope)

TheManager Onboarding is the enterprise owner for Johnson Controls onboarding strategy standards andoperatingmodel treating onboarding as ascalable HR productthat accelerates day-one readiness and time to productivity while minimizing waste and variability. The role ensures consistent efficient and high-impact onboarding experiences for all new hires with particular focus onfield-based and other critical talent segments.

This leader designs and governs theend-to-end onboarding ecosystemfrom immediate pre-boarding through the first several monthsensuring processes tools content and learningexperiencesare simple effective and clearly owned. The roleoperateswith enterprise scopethough starting with and primarily focused on Americas partnering closely with HRBPs business leaders IT HR Operations Benefits and other enabling teams to ensure readiness for new hires hiring managers and HR colleagues.

Enterprise Behavior Model

This role must model and embed Johnson ControlsWinning Behaviorsas the how:

We Focus on What MattersWe deliver for our customers by going to Gemba and listeningto our colleaguesunderstandingand prioritizing what willhave the greatest impact and making sound decisions wherethe work happens.

We Win as One TeamWeseekand value different perspectives collaborate acrossteams treat each other with respect recognize team membercontributions and empower our colleagues closest to thecustomer.

We Own the OutcomeWe take accountability translate strategy into actions andremove obstacles for our colleagues to deliver results that winwith customers the right way with safety and integrity first.

We Improve EverydayWeseekand speak the truth with humility get to root causesof problems andtake actionwith urgency to best serve ourcustomers by learning adapting innovating and supportingour colleagues growth.

Key Leadership Attributes

1) Product mindset with operational discipline:Designs onboarding as an enterprise product with clear customerand stakeholderneeds (new hire manager HR) defined use cases simple workflows ownership and success measures; balances standardization with required local flexibility.

2) Enterprise influence without authority:Shapes decisions across HR COEs regions and functions through clarity credibility data and strong partnership; aligns diverse stakeholders to common onboarding outcomes.

3) Process excellence and waste reduction:Applies lean thinking toidentifyfriction duplication and delays in onboarding; drives efficiency cycle-time reduction and role clarity without sacrificing quality or experience.

4) Change leadership in a global frontline environment:Implements onboarding solutions at scale across geographies cultures and role types; builds adoption through simplicity enablement and hiring manager standard work.

5) Systems and tool integration mindset:Ensures onboarding processes are tightly integrated with core HR systems IT tools and learning platforms; translates requirements into practical usable solutions.

6) Builder of capability and enablement:Creates clear guidance toolkits learning and communications that enable hiring managers HRBPs and HR Operations to execute onboarding effectively and consistently.

Key Accountabilities

A) Enterprise onboarding strategy & roadmap:Own and evolve the global onboarding strategy defining scope (pre-boarding through first months) guiding principles target experiences and phased rollout aligned to enterprise priorities and critical roles/talent pools.

B) Onboarding standard work & governance:Define the rules of the road for onboardingelements decision rights handoffs ownership service levels and escalation paths;establishgovernance to ensure consistency quality and compliance.

C) Pre-boarding and day-one readiness:Partner across functions to ensure all foundational requirements (systems access equipment benefits compliance activities safety core learning) are ready by day one with particular focus on field-based and operational roles.

D) Core onboardingtools and collateral(nonjob-specific):Design andmaintainenterprise onboarding learning experiences that build connection safety culture values and enterprise knowledge over the first several months distinct from role-specific training.

E) Tool and platform enablement:Partner with IT HR Operations and Learning to ensure onboarding tools and platforms support efficient execution (automation task management communications learning access) for new hires managers and HR.

F) Stakeholder partnership & integration:Serve as the central integrator across HRBPs business leaders Talent Total Rewards IT and Operations to ensure onboarding processes connect seamlessly with hire transfer and internal mobility workflows.

G) Measurement insights and continuous improvement:Define and track success metrics (e.g. time to productivity completion cycle time manager satisfaction early retention); use insights to continuously refine onboarding experiences and standard work.

Knowledge & Experience Required

Bachelors degree; advanced degree in Human Resources Organizational Development Business or related field preferred with10 yearsprogressive experience including:

• Designing and scaling onboarding or workforcelearning orenablement programs in aglobal organization with significant frontline or field-based populations

• Building enterprise HR processes using a product and standard work mindset

• Partnering across HR COEs HR Operations IT and business leadership

• Driving process efficiency simplification and user-centered design

• Implementing change at scale across diverse geographies and role types

Strongly preferred:

• Experience applying lean or continuous improvement principles to HR processes

• Experience integrating onboarding with HR systems workflow tools and learning platforms

• Demonstrated success improving early productivity readiness or retention outcomes

12-Month Expectations for Success (Role Scorecard Year 1)

By 12 months this leader has built the foundation and delivered early enterprise wins:

Enterprise onboarding strategy established

Published global onboarding strategy principles scope and success measures aligned to critical talent needs.

Standard work defined for pre-boarding and early onboarding

Clear role-based onboarding workflows with defined ownership across HR managers and enabling teams.

Critical roles prioritized

Segmentation and rollout plan focused first on field-based and other critical talent populations.

Core onboarding experience launched or refreshed

Enterprise onboarding content and learning pathways deployed for the first days and months.

Measurement framework in place

Baseline metricsestablishedfor readiness cycle time completion and earlyexperiencequality.

24-Month Expectations for Success (Role Scorecard Year 2)

By24 months this leader has scaled and embedded onboarding into enterprise operating cadence:

Consistent scalable onboarding model

Standardized onboarding processes deployed globally with clearlocalizationguardrails and sustainability.

Onboarding embedded in talent system lifecycle