Human Resources Business Partner Director - Commercial, Wealth and Institutional Services

Overview:

The HR Business Partner (HRBP) Director is senior strategic advisor to executive leadership, accountable for aligning people strategy to business objectives and delivering enterprise‑level talent outcomes: right talent, in the right roles, with the right skills—now and for the future. Success in the role will be accomplished by effectively leading a team of HRBPs, across multiple business lines/geographies, and partnering with HR COEs to drive workforce planning, succession, capability building, performance, and organizational effectiveness that translate into measurable business results.

Key Responsibilities:

• Serve as a strategic advisor and coach to executive leaders on human capital strategy, people management, and career development to advance organizational priorities and strengthen overall business performance.
• Translate business strategies into integrated human capital plans (workforce planning, talent, and performance), and lead the design, development, and execution of those plans across assigned business lines.
• Lead and develop a high performing HRBP team; set the vision, standards, and operating rhythm (planning cadence, portfolio management, stakeholder engagement).
• Unify HR Services and COEs to co create scalable solutions; remove duplication, clarify handoffs, and improve service levels.
• Oversee and ensure execution of people programs and processes (Employee Engagement, Talent Calibration/Review, Performance Management, and Compensation Cycle) and offer an enterprise‑wide view of insights, outcomes, and recommendations to senior leadership.
• Utilize Talent data (e.g., Workday, analytics dashboards) to share concise insights and decisions—predict talent risk, quantify skills gaps, track talent movement, and tie to business KPIs.
• Lead change strategies (stakeholder mapping, communications, adoption, governance) for large transformations; oversee critical workstreams and outcomes.
• Coach leaders through change with clear, timely, and transparent communication and engagement strategies.
• Assess organizational development needs and partner with HR COEs to address capability gaps and build critical skills for current and future needs.
• Provide organizational design expertise, working with the business lines to ensure the achievement of business goals and financial targets in collaboration with other key stakeholders (Finance, HR COEs, etc.)
• Leverage strong HR and business acumen to forecast risks/opportunities and to shape solutions that strengthen competitive advantages in the market.
• Exercise managerial authority for staffing, performance appraisals, promotions, compensation recommendations, performance management, and terminations.
• Promote an environment that supports engagement and belonging and reflects the M&T Bank brand; maintain internal control standards, including timely implementation of audit and regulatory findings, as applicable.
• In collaboration with the business, develop strategic workforce plans, including activities needed to ensure workforce designs and capabilities meet current and future organizational goals.
• Understand and adhere to the Company’s risk and regulatory standards, policies, and controls following the Company’s Risk Appetite. Identify risk-related issues needing escalation to management.
• Promote an environment that supports engagement and belonging and reflects the M&T Bank brand.
• Complete other related duties as assigned.

Key competencies:

Strategic Consulting

Business acumen & systems thinking: Connects market dynamics, P&L drivers, and people levers; frames trade‑offs and second‑order effects.

Problem structuring & options: Translates ambiguous issues into clear hypotheses, options with implications, and “so what/now what” recommendations.

Decision enablement: Uses data and narratives to drive decisions quickly; sets governance to track outcomes.

Constructive challenge: Courage to disagree, reframe, and course‑correct with executives.

Partnership & Collaboration

Orchestrates the matrix: Partners with HR COEs, Finance, Legal, and business leaders to co‑create scalable, user‑centric solutions.

Builds alliances: Breaks silos, negotiates tradeoffs, and ensures clear ownership and handoffs.

Influences without authority: Mobilizes resources and maintains momentum across complex, multi‑line environments.

Partnership savvy: Leverages external partners where they accelerate capability and value.

Impact & Influence

Executive presence & storytelling: Synthesizes complex data into a concise narrative; tailors to the audience; makes the choice easy.

Stakeholder strategy: Maps