Director Workforce Experience

Position Summary

The Director of Workforce Experience is a strategic People leader responsible for designing, integrating, and executing enterprise-wide talent strategies that enable the organization to attract, develop, engage, retain, and effectively deploy its workforce. This position provides strategic leadership across the full talent lifecycle for a comprehensive healthcare system that includes an acute-care hospital, medical group, home care, hospice, outpatient imaging, and other ambulatory services.

The Director partners closely with executive and operational leaders to ensure that people strategies are aligned with organizational priorities, financial objectives, clinical excellence, workforce needs, and the organization's culture and values. The Director oversees and integrates HR Business Partnering, Organizational & Leadership Development, Employee Relations, Talent Acquisition, Workforce Planning, Employee and Provider Engagement, Total Rewards Strategy, Change Management, Performance Management, Succession Planning, and Policy Management and Interpretation.

Key Responsibilities

The duties and responsibilities described below are essential to successful performance of this role; other tasks may be assigned. Establish an enterprise talent framework connecting workforce planning, recruitment, development, performance, succession, engagement, rewards, and retention. Lead the HR Business Partner function and establish a consultative model that aligns HR resources with operational and strategic priorities.

Establish consistent approaches to workforce planning, organizational design, performance management, employee relations, talent development, and change management. Coach leaders in organizational effectiveness, workforce strategy, employee engagement, and leadership practices. Lead organizational development strategies designed to improve organizational capability, team effectiveness, culture, and performance.

Develop and maintain an enterprise leadership development strategy and leadership competency framework. Partner with executives to identify leadership capability gaps and develop targeted solutions. Provide strategic oversight of Talent Acquisition, ensuring recruitment strategies support workforce plans and critical talent needs.

Oversee student, internship, residency, fellowship, apprenticeship, and other early-career talent programs. Develop short- and long-term workforce strategies based on business growth, patient volumes, labor market conditions, turnover, productivity, demographics, and anticipated skill requirements. Lead enterprise strategies to improve employee and provider engagement, connection, retention, and organizational commitment.

Develop and continuously improve performance management processes, tools, competencies, and leader capabilities. Establish and lead an enterprise succession planning process for critical leadership and hard-to-replace positions. Ensure Total Rewards strategies support recruitment, retention, engagement, performance, and organizational growth.

Lead enterprise change management strategy for significant organizational, technological, operational, and workforce initiatives. SUPERVISORY RESPONSIBILITIES Yes Is the primary purpose of this role to manage an organizational department or function and supervise at least two full-time (or equivalent) directly reporting employees?

Yes Does this role spend more than 50% of work time performing a combination of the following duties directly related to the management of department and it’s employees? Description of supervisory responsibilities: Employment Decisions – This role has the authority to hire and fire employees, or provides highly weighted recommendations on hiring, firing, promotions, or status changes.

Employee Management Activities – Interviewing, selecting, and training employees. Scheduling – ensuring effective staffing levels by setting and adjusting hours of work for employees. Evaluating Performance – appraising and providing direct feedback to employees about performance and productivity. Employee Relations – handling employee complaints and grievances.

Corrective Action – recommending and issuing corrective action for employee violations of company policy, performance deficiencies, or behavioral problems, up to and including termination of employment. Work Distribution – planning, prioritizing, and assigning day-to-day work. Material Control – determining the equipment, tools, or supplies to be bought, stocked, and utilized by team members.

Supply Chain Oversight – controlling the flow, distribution, and storage of equipment, tools, materials, and company supplies. Financial Oversight – planning and controlling the department or company budget. Safety and Security – ensuring the physical safety and security of employees and the organization’s property. Policy Enforcement – monitoring adherence to company policies and addressing violations.

Supervises: Department team members OVERSIGHT OF WORK Indirect & General – supervisor or delegate may not be physically present on the work unit and assigns objectives to be completed independently. Administrative – oversight focuses strictly on timekeeping, workloads, policy adherence. Professional – oversight beyond Administrative to include non-hierarchical check-ins or collaboration with others toward achieving effective non-clinical outcomes (i.

e. committees, projects, peer evaluation, etc.) Qualifications: Education

• Master’s degree in Human Resources, Business, Organizational Development, or related field is required. (Doctorate degree in Organizational Development, Behavior, Leadership, Change, or related is strongly preferred) Experience
• Requires 7 years of experience in healthcare Talent Acquisition and Talent Development, including at least 4 years in a leadership role. Experience should demonstrate ability to design and effectively execute talent initiatives that drive measurable business impact and ability to leverage data and HR technology to drive decisions. (Registered Nurse or Nurse Educator experience strongly preferred.) Behavioral Competencies To perform the job successfully, exhibit CRH Core Values, and meet organizational expectations, the individual shall consistently demonstrate the following competencies at a satisfactory level: SAFETY Ensures Accountability
• Holding self and others accountable to meet commitments. Acts with a clear sense of ownership. Designs feedback loops into work. Takes personal responsibility for decisions, actions, and failures. Optimizes Work Processes
• Knowing the most effective and efficient processes to get things done, with a focus on continuous improvement. Separates and combines activities into efficient workflow. SERVICE Customer Focus
• Building strong customer relationships and delivering customer-centric solutions. Gains insight into customer needs. Identifies opportunities that benefit the customer. Action Oriented
• Taking on new opportunities and tough challenges with a sense of urgency, high energy, and enthusiasm. Displays a can-do attitude in good and bad times. Steps up to handle tough issues. DIGNITY Values Differences
• Recognizing the value that different perspectives and cultures bring to an organization. Contributes to a work climate where differences are valued and supported. Is sensitive to cultural norms, expectations, and ways of communicating. Seeks to understand different perspectives and cultures. Manages Conflict
• Handling conflict situations effectively, with a minimum of noise. Facilitates breakthroughs by integrating diverse views and finding common ground or acceptable alternatives. Steps up to conflicts, seeing them as opportunities. Works out tough agreements and settles disputes equitably. INTEGRITY Instills Trust
• Gaining the confidence and trust of others through honesty, integrity, and authenticity. Follows through on commitments. Keeps confidences. Shows consistency between words and actions. Courage
• Faces difficult issues and supports others who do the same. Is willing to champion an idea or position despite dissent or political risk. Provides direct and actionable feedback. Readily tackles tough assignments. INNOVATION Nimble Learning
• Actively learning through experimentation when tackling new problems, using both successes and failures as learning fodder. Learns quickly when facing new situations. Takes on the challenge of unfamiliar tasks. Cultivates Innovation
• Creating new and better ways for the organization to be successful. Can take a creative idea and put it into practice. Comes up with useful ideas that are new, better, or unique. Encourages diverse thinking to promote and nurture innovation. Introduces new ways of looking at problems.