Welcome to all the new readers, especially from the SIOP conference happening right now! The more I analyze these roles, the more I believe that the distinction between our I side and our O side is hurting us. Check out the roles I found and the short insights that follow. And don’t forget to review the previous posts. – P
Featured Roles
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Strongest to Weakest Alignment with Infectious Change Design
TOP TIER — Strong “Ready for Infectious Change”
- Goodway Group — VP, People Experience
Location: Remote
Apply: https://job-boards.greenhouse.io/goodwaygroup/jobs/5763370004
Rating: Strong Ready
Workforce strategy + org design + operating model
Direct tie to business performance
AI-enabled work redesign
Gap: Lacks explicit behavior spread mechanisms
UPPER TIER — “One Capability Away” (Borderline Ready) - AbbVie — Associate Director, Organizational Excellence
Location: North Chicago, IL
Apply: https://careers.abbvie.com/en/job/associate-director-organizational-excellence-in-north-chicago-il-jid-24141
Rating: Borderline Ready (Upper)
Org design, culture, team effectiveness tied to performance
Strong internal consulting + leader influence
Gap: No explicit behavior change system - SCA Health (Optum) — Associate Director, Change & Experience
Location: Remote
Apply: https://careers.sca.health/jobs/46032
Rating: Borderline Ready (Upper)
Owns execution of change (especially M&A)
Human-centered + real-world application
Gap: Structured plans > behavior spread - Manulife / John Hancock — AVP, People Partner
Location: Boston, MA
Apply: https://careers.manulife.com/global/en/job/MFZMFIUSJR26041002EXTERNALENGLOBAL/AVP-People-Partner
Rating: Borderline Ready (Lower)
Leadership coaching + workforce strategy
Strong business integration
Gap: Advisory only, no behavior-change system
MID TIER — Strong, But Not Driving Change - Universal Orlando — Manager, Organizational Effectiveness
Location: Orlando, FL
Apply: https://careers.pageuppeople.com/851/cw/en-us/job/661672/manager-organizational-effectiveness
Rating: Not Yet Ready (High End)
Listening → action guidance → culture + onboarding
Enterprise scope
Gap: No execution ownership or behavior change design
CONSULTING ROLES — “Structured Change Ceiling” - Grant Thornton — Change Management Consulting Director
Location: New York, NY
Apply: https://ehzq.fa.us2.oraclecloud.com/hcmUI/CandidateExperience/en/job/114866/
Rating: Not Yet Ready
Transformation, AI, M&A
Executive influence
Gap: Communication + readiness + training - Capgemini Invent — Organizational Purpose Consultant
Location: New York, NY
Apply: https://www.capgemini.com/jobs/384870-en_US_SAPBTP/Capgemini-Invent—Organizational-Purpose—ManagementConsultant
Rating: Not Yet Ready
Strategy → execution
Leadership alignment
Gap: No behavior-change mechanism - CapTech — Senior Change Management Consultant
Location: Denver, CO
Apply: https://www.linkedin.com/jobs/view/4398586143
Rating: Not Yet Ready
AI-enhanced change + adoption metrics
Gap: Still traditional OCM model - Woolpert — Director, Change Management
Location: Remote
Apply: https://job-boards.greenhouse.io/woolpert/jobs/4205204009
Rating: Not Yet Ready
Enterprise transformation + M&A
Gap: Prosci-style execution
INSIGHT ROLES — “Insight → Influence Gap” - Etsy — Senior Manager, People Insights & Engineering
Location: Brooklyn, NY
Apply: https://etsy.wd5.myworkdayjobs.com/Etsy_Careers/job/Brooklyn-New-York/Senior-Manager–People-Insights—Engineering_JR5396-1
Rating: Not Yet Ready
Predictive analytics + AI
Gap: No change ownership - Blue Cross Blue Shield of MA — People Analytics Consultant
Location: Boston, MA
Apply: https://careers.bluecrossma.org/us/en/job/BCBSUSR08469EXTERNALENUS/People-Analytics-and-Insights-Consultant
Rating: Not Yet Ready
Strategic analytics + dashboards
Gap: Stops at insight
ENGAGEMENT ROLES — “Engagement Without Mechanism” - MITRE — Employee Engagement Lead
Location: McLean, VA
Apply: https://careers.mitre.org/us/en/job/MITRUSR116529EXTERNALENUS/Employee-Engagement-Lead
Rating: Not Yet Ready
Onboarding, surveys, communities
Gap: Participation ≠ behavior change
Insights
In talking with folks here at the SIOP conference, it seems you can have a People Analytics role and you can have an Organizational Effectiveness role, but it is rare to have the combination. We know that’s what we need, but there is an artificial barrier separating these two synergistic capabilities.
More on the Rating Logic
🔥 Ready for Infectious Change
A role must clearly combine:
1. Employee Listening
- Owns or shapes how feedback is gathered (surveys, pulse, lifecycle, qualitative)
- Interprets data into insight (not just reporting)
2. Organizational Change
- Owns or drives execution of change
- Influences how leaders and teams actually operate differently
3. Signals of Real Behavior Change Design
(doesn’t need all, but should show several)
- Cross-functional influence without authority
- Focus on adoption, not just communication
- Iteration, measurement, and adjustment over time
- Leader behavior, team norms, or system changes
- Evidence of how change spreads, not just how it’s announced
👉 If all three are present → Ready
🟡 Not Yet Ready for Infectious Change
These roles have part of the equation, but not the full system:
- Strong listening but weak on execution
- Strong change management but disconnected from feedback
- Heavy on programs (L&D, engagement, HRBP) without ownership of behavior change
- Influence is indirect or optional, not required
👉 These are often good roles—but incomplete systems
⚠️ Proceed with Caution
Risk of being a cog, not a driver
Vague scope or staffing-driven roles
Transactional work (assessments, reporting, admin)
Little visibility into real influence or outcomes
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Employee Listening and Workplace Change
