Market HR Director

POSITION SUMMARY

The Market HR Director operates across a high-complexity market environment. This role functions as a senior strategic advisor to the Market President, Market Team, and General Managers and is expected to shape talent and organizational health decisions — not just respond to them. The Director diagnoses systemic workforce challenges, brings a disciplined point of view to senior business conversations, and manages the full market HR portfolio with the sophistication and business credibility expected of a senior HR Business Partner.

ESSENTIAL DUTIES 

Talent Selection

• Own the talent selection standard for the market — the Market President looks to the Director to define what a disciplined hiring process looks like and hold it
• Lead GM-level interview processes in close partnership with the Market President; provide a structured, evidence-based talent assessment with a clear recommendation
• Conduct market-wide staffing reviews on a regular cadence; anticipate critical role vacancies 60–90 days before they become crises
• Analyze early turnover patterns across the full market portfolio — distinguish root causes at the hiring, onboarding, and leader effectiveness levels and route corrective action accordingly
• Serve as the strategic partner to the Talent Acquisition COE on market-level workforce planning; bring demand forecasts, brand-level talent trends, and local market intelligence
• Identify systemic gaps in GM and Department Manager pipeline depth and bring a recommendation to the Market President and VP, Human Resources

Talent Development

• Maintain a sophisticated, current talent map of every GM and key Department Manager in the market — strengths, gaps, development needs, succession readiness, and flight risk
• Operate with a coaching-first philosophy at all times: build GM and leader capability, do not substitute for it
• Drive the internal succession agenda with discipline — present succession bench depth to the Market President quarterly and close identified gaps through COE partnership
• Lead and facilitate quarterly talent calibration reviews with the Market President and VP, Human Resources; own the narrative, the data, and the recommended actions
• Partner with the Talent Development COE to co-design market-specific capability solutions — bring field intelligence the COE cannot see from the center
• Identify high-potential associates across the market, advocate for their development, and track progress against development commitments

Listening Strategy

• Own the organizational health narrative for the market — synthesize listening data, ER case patterns, turnover, and business performance into an integrated market health assessment
• Arrive at every listening debrief with the Market President prepared with an interpretive point of view, a root cause hypothesis, and a recommended response — not a data summary
• Coach GMs to own their team's listening response; the Director's role is to equip and hold accountable, not to step in
• Identify cross-store patterns and systemic themes; escalate market-level organizational health risks to the VP, Human Resources with a recommendation and a sense of urgency
• Serve as the market-level point of contact for the ER Team on case trends; surface emerging systemic ER risk proactively before it is visible in formal reporting

Business Performance

• Operate as a genuine strategic partner to the Market President — attend P&L reviews, understand the business deeply, and bring an independent people-strategy perspective to every business conversation
• Connect market-level workforce data to financial outcomes with specificity: identify which people trends are costing the market the most and prioritize accordingly
• Redirect the Market President's focus when people decisions are being driven by urgency rather than strategy; push back with data, offer alternatives, and hold the HR perspective without deferring
• Develop and present the market's Organizational Health Score and people analytics to senior leadership on a regular cadence
• Frame all HR work — across all four pillars — in the language of business outcomes; every recommendation connects to a market or store-level result

EMPLOYEE RELATIONS SCOPE
All HRBPs handle Green-tier ER cases independently and may handle lower-acuity Yellow-tier cases with appropriate judgment. Higher-acuity Yellow, Orange, and Red-tier cases are escalated to and managed by the centralized ER Team, with the HRBP serving as the market-level partner — providing context, maintaining associate relationships, and ensuring continuity throughout the investigation process. HRBPs do not conduct formal investigations on el