Manager, Talent Account Management

OverviewTogether, We Enhance Innovation and GrowthThe Manager, Talent Account Management leads the team of Talent Account Managers (TAMs) who run i2G's hiring process from intake to close. The TAMs own the hiring manager relationship and the candidate experience once a candidate enters an active process. This Manager makes sure that work is focused on the right roles, delivered to a consistent standard, and measured in a way the business can trust.The role is accountable for delivery outcomes, reporting, customer satisfaction and escalations. It works from the priority order set jointly with the Capacity Planning Manager, so that TAM time goes to the roles that matter most to i2G's contracts and markets. It operates on Kastle Systems' talent platforms (iCIMS, LinkedIn and Indeed) and draws its candidate supply from Kastle's Sourcing team.This is a leadership and delivery role, not a sourcing role and not a demand-planning role. It does not own the demand forecast, which sits with the Capacity Planning Manager. It does not own top-of-funnel sourcing, which sits with Kastle's Sourcing team. It owns what happens between those two: turning qualified leads into hires, and doing it well.Reporting and working relationships Chief Operating Officer, i2G (direct). Sets business priorities for the team, evaluates performance and is the escalation point for delivery and resourcing issues. Senior Director, Talent Acquisition, Kastle Systems (indirect). Sets recruiting process standards, platform usage and compliance expectations, and partners on team practices and reporting. Capacity Planning Manager, i2G (peer). Owns the labor demand forecast and the rolling requisition priority order. The two roles agree together where TAM effort goes each month. Kastle Sourcing team (upstream partner). Supplies sourced and inbound candidates to the TAMs. This Manager owns the quality feedback loop back to Sourcing. i2G hiring managers and branch leadership (customers). The people the TAMs serve. This Manager is the senior point of contact for their satisfaction and their escalations. ResponsibilitiesKey responsibilities1. Team leadership and coaching Lead, coach and develop three Talent Account Managers. Set clear expectations, run regular one-to-ones and case reviews, and give direct performance feedback. Assign requisition portfolios to TAMs based on priority, complexity, market and workload, and rebalance as demand shifts. Set and audit the standard for the TAM role: intake quality, screening rigor, submittal quality, interview coordination, feedback turnaround, offer preparation and close. Coach TAMs on running difficult conversations with hiring managers, including pushing back on unrealistic requirements or slow decisions. Hire, onboard and backfill TAMs as needed, and maintain a development path for the team. 2. Prioritization and alignment with capacity planning Work with the Capacity Planning Manager as the single point of alignment between operations demand and TAM delivery. Run the team from the rolling 90-day requisition forecast and its agreed priority order. Confirm each month which roles get TAM focus first. Make sure TAM effort follows priority, not volume of requests or the loudest hiring manager. Flag when priorities conflict or when demand exceeds what the team can deliver. Take part in the monthly talent acquisition and operations review with data, recommendations and follow-through on decisions. Raise early warning when a priority role is at risk, including the revenue or delivery consequence, so trade-offs are made with full information. 3. Hiring manager partnership and customer satisfaction Own the operating relationship with i2G hiring managers and branch leadership at the leadership level, and hold the TAMs to a consistent service standard. Set and enforce an intake standard so every requisition has a clear profile, priority, compensation range and interview plan before work begins. Coach managers on selection, speed of decision, compensation and the realities of the candidate market. Hold managers accountable to agreed feedback and decision timelines. Measure hiring manager satisfaction on a regular cadence and act on what it shows. Own escalations: receive them, resolve them or route them, and close the loop with the manager and the COO. 4. Candidate experience and delivery quality Set the standard for candidate communication, momentum and trust from first screen through offer and close, and audit against it. Review pipeline health and requisition aging weekly. Intervene on stalled roles, slow feedback, weak submittals and offers at risk. Protect TAM time for moving qualified talent to hire rather than searching from scratch. Send back leads that do not meet the bar, with specific feedback. Measure candidate satisfaction and offer acceptance, and address the causes when either slips. Advise on offer construction and close strategy for critical or hard-to-fill roles. 5. Reporting, metrics and data