Director, HR Business Partner

Boldyn Networks Italia; Irvine (CA); On-site; USD 180,000 - 240,000; Full time

Job summary

Boldyn Networks Italia is seeking a Director, HR Business Partner in Irvine, CA to lead strategic HR partnerships across U.S. client groups and guide the HRBP team.

The role acts as a senior advisor to executives, shaping workforce, organizational, talent, and change strategies with high-impact scope. You will drive the tiered support model, ensure consistent people decisions, and represent the Chief People Officer on delegated matters as needed.

Qualifications

• Leads strategic HR partnership across assigned U.S. client groups.
• Provides leadership to the HRBP team and acts as senior advisor to executives.

Responsibilities

• Directly manage the People and Employee Relations Partner and assigned HR Business Partners, overseeing work allocation, capability development, performance management, escalation quality, and consistent application of the HR service model.
• Provide functional leadership for the U.S. HRBP model and coordinate across the U.S. People team to resolve cross-functional issues and opportunities.
• Lead and reinforce the Tier 3 HRBP model, ensuring capacity focuses on strategic, organizational, executive-level, and elevated-risk matters.
• Establish clear handoffs with Service Hub, the People and Employee Relations Partner, HR Operations, Legal, and Centers of Expertise; monitor themes and service-model effectiveness.
• Build HRBP and People Partner capability through coaching, feedback, shared tools, case calibration, and decision frameworks.
• Serve as the primary strategic People advisor to assigned executives, senior leaders, and leadership teams.

Job description

People strategy with enterprise impact.

Director, HR Business Partner

Irvine, CA

About the role

Are you a strategic HR leader who thrives on translating business priorities into workforce, organizational, talent, and change strategies? The Director, HR Business Partner leads strategic HR partnership across assigned U.S. client groups, provides leadership to the HRBP team, and serves as a senior advisor to executives and business leaders.

You’ll ensure HRBP resources remain focused on high-impact, long-term, and elevated-risk matters while routine and moderately complex employee matters are addressed through the tiered People support model. You’ll also provide enterprise leadership across the U.S. People function, drive consistent and defensible people decisions, lead complex organizational transformations, and may represent the Chief People Officer, U.S. on specifically delegated matters.

What you’ll be doing

Leadership of the HRBP and Tiered Support Model

Directly manage the People and Employee Relations Partner and assigned HR Business Partners, with accountability for work allocation, capability development, performance management, escalation quality, and consistent application of the HR service model.

Provide functional leadership for the U.S. HRBP model and informal leadership across the U.S. People team, bringing the appropriate partners together to resolve cross-functional issues and opportunities.

Lead and reinforce the Tier 3 HRBP model, ensuring HRBP capacity is focused on strategic, organizational, executive-level, and elevated-risk matters.

Establish clear handoffs with Service Hub, the People and Employee Relations Partner, HR Operations, Legal, and Centers of Expertise; monitor recurring themes, escalation quality, and service-model effectiveness.

Build HRBP and People Partner capability through coaching, feedback, shared tools, case calibration, and consistent decision frameworks.

Executive and Strategic Business Partnership

Serve as the primary strategic People advisor to assigned executives, senior leaders, and leadership teams.

Develop a deep understanding of the assigned business model, financial priorities, operating performance, customer requirements, and workforce cost drivers.

Translate business priorities into integrated workforce, organization, talent, leadership, and culture strategies with clear outcomes and ownership.

Provide candid, data-informed counsel on people implications, tradeoffs, precedent, risk, capability, capacity, cost, and employee experience.

Anticipate talent and organizational needs through proactive engagement with leaders and mobilize appropriate internal or external resources.

Represent the Chief People Officer, U.S. in designated forums and assume specifically delegated responsibilities as business needs require.

Organization Design, Workforce Strategy, and Business Transformation

Lead organization design and operating-model work, including structure, spans and layers, decision rights, role clarity, leadership capacity, critical capabilities, workforce cost, and implementation risks.

Challenge headcount requests by distinguishing capacity or capability gaps from process, prioritization, accountability, or role-design issues.

Partner with leaders to develop workforce, staffing, succession, and retention plans that support business strategy and sustainable growth.

Lead the People workstream for restructures, integrations, reductions in force, leadership transitions, and operating-model changes.

Establish change governance, decision rights, sequencing, workforce impact assessments, communications, risk controls, and adoption measures.

Lead or coordinate People activities for M&A due diligence, integration planning, workforce assessment, organization design, employee communications, and post-close stabilization.

Advise leaders on workforce, role, and skill implications of AI adoption and new ways of working.

Talent, Succession, Performance, and Leadership Effectiveness

Lead talent reviews, succession planning, performance calibration, and critical-talent risk discussions for assigned client groups.

Challenge succession plans and ensure development, readiness, retention, and contingency actions are implemented and monitored.

Advise executives on leadership-team effectiveness, role clarity, decision‑making, accountability, succession depth, and capability gaps.

Coach leaders on complex talent decisions, sustained underperformance, executive performance concerns, retention risks, and difficult conversations.

Partner with leaders and Centers of Expertise to translate capability needs into targeted development actions.

Lead annual performance and compensation review cycles and facilitate fair, consistent, and business‑aligned outcomes.

Employee Relations, Employment Risk, and Governance

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