Senior People Business Partner

Job description

Job responsibilities

• Be the business and people strategist for your leaders. Start with where the business is going and bring leaders a clear point of view, with the tradeoffs of each option laid out.
• Lead organizations through change. Own reorganizations, leadership transitions, and shifting priorities from design through landing: the plan, the narrative, the sequencing, and the follow-through with managers and…
• Increase talent density. Lead calibration, promotion, and talent review for your groups. Identify and develop top talent, coach managers to raise the bar on their teams, and handle performance and employee relations…
• Shape People programs through the business lens. Heavily influence and lead the development of company-wide programs such as the compensation cycle, performance and talent processes, and succession planning, making…
• Raise the bar on the PBP team. Take on the most complex client groups, help shape how the team operates, and raise the bar for the PBPs around you.

Job requirements

• 8+ years of HR business partner experience, with at least 3 years partnering directly with C-suite or SVP-level leaders, preferably in a high-tech environment.
• Bachelor’s or advanced degree in Human Resources, Organizational Psychology, or a related field
• Strong business acumen. You understand how the business makes money, where the constraints are, and how talent decisions affect outcomes, and you can speak that language with executives.
• Strong judgment. You know when to move fast, when to slow down, and when to bring in partners, and leaders trust your read on sensitive, ambiguous situations.
• High agency and ownership. You've run a client group or a major initiative with minimal direction, made decisions with incomplete information, and are energized by owning the outcome end to end.
• A record of leading change, not just supporting it: org design, workforce planning, and reorganizations through rapid growth or shifting priorities, with outcomes you can point to.
• A track record of influencing executive decisions with data and a clear point of view, not just supporting them.
• Fluency with data. You pull your own analysis, find the signal in headcount, attrition, and performance data, and turn it into a recommendation a leader can act on.