Senior HR Business Partner

Business partnership and organization effectiveness. Build a deep understanding of assigned teams, their goals, and their operating context. Advise leaders on organization design, role clarity, team effectiveness, workforce planning, spans and layers, and talent priorities.

Manager coaching and employee relations. Serve as a first point of contact for managers and employees. Coach leaders through performance, feedback, conflict, attendance, accommodations, leaves, conduct, and workplace concerns; conduct or support fair, timely investigations; and partner with Legal or outside counsel when appropriate.

Performance and talent management. Lead the business-facing work for performance reviews, goal setting, talent reviews, succession planning, development planning, promotions, and corrective action. Help managers raise the quality and consistency of feedback and talent decisions.

Compensation and leveling. Partner with People leadership and Finance on compensation planning, job leveling, pay decisions, promotions, and retention actions. Apply established frameworks consistently and identify where clearer guidance or calibration is needed.

Organizational change. Plan and execute reorganizations, leadership transitions, and other changes with sound judgment, clear communication, careful documentation, and respect for the employee experience. Support compliant and well-coordinated offboarding and termination processes.

Employee experience and culture. Maintain an intentional listening cadence through employee check-ins, office hours, focus groups, and targeted outreach. Surface themes, distinguish individual concerns from systemic issues, and partner with leaders on practical actions.

People programs and operations. Translate company-wide programs and policies into effective execution within the business. Partner with People Operations and Recruiting across hiring, onboarding, engagement, mobility, leaves, and offboarding; improve processes where ownership or handoffs are unclear.

Insights and risk management. Use workforce data and qualitative signals to identify trends in attrition, engagement, performance, manager effectiveness, and organizational health. Provide leaders with clear recommendations while maintaining accurate, confidential case documentation and consistent practices.

7+ years of progressive HR experience, including substantial experience in an HRBP, People Partner, or broad HR generalist role supporting leaders and employees.

Demonstrated success advising senior leaders and coaching managers through complex employee relations, performance, organizational, and talent decisions.

Working knowledge of California and multi-state U.S. employment practices, with the judgment to recognize when specialized legal guidance is needed.

Experience owning or materially contributing to core people cycles such as performance reviews, compensation planning, promotions, talent reviews, engagement, and workforce planning.

Strong business acumen and analytical skill; able to connect people data and employee feedback to operating priorities and concrete recommendations.

Excellent written and verbal communication, strong facilitation skills, and the ability to adapt your approach across employees, managers, and executives.

Sound judgment, discretion, and consistency when handling sensitive information and high-stakes decisions.

A practical, low-ego operating style: organized, responsive, comfortable with ambiguity, and willing to move between strategic advice and detailed execution.

Exposure to workforce planning and headcount management processes

Leaders receive timely, clear, and business-grounded advice—and become more capable people managers over time.

Employee matters are handled consistently, respectfully, and with appropriate urgency, documentation, and follow-through.

Talent, performance, compensation, and organizational decisions are better calibrated and supported by useful data and clear frameworks.

People programs land effectively within supported teams, with strong cross-functional coordination and fewer ownership gaps.

Emerging organizational risks and employee themes are identified early and translated into practical action.