Director of Workforce and Manager Effectiveness

Catalyst Health Group; United States; Vor Ort; USD 150.000 - 210.000; Vollzeit

Zusammenfassung

Catalyst Health Group is seeking a Director of Performance Culture to partner with Clinical and Corporate HR leaders, elevate manager effectiveness, and drive measurable workforce improvements across enterprise functions.

You will own and implement interventions, assessments, and analytics within a multi-site healthcare context, aligning culture with performance and employee experience. Strong HRIS, vendor management, and stakeholder facilitation are essential.

Qualifikationen

• Required: 7–10+ years of progressive HR experience spanning employee relations, HR partnership, People Manager coaching and non-exempt workforce analysis; demonstrated results in operational or multisite environments with non-exempt employees; confident business partnering and facilitation; strong HRIS reporting literacy (Paycom preferred); experience introducing structured selection or talent processes; ability to manage vendors and lead work through influence.
• Preferred: healthcare experience; assessment programs with vendor implementation; SHRM-SCP/SPHR.

Aufgaben

• Co-own enterprise performance culture outcomes with HR Directors; translate FCIG into day-to-day first line manager practices.
• Co-design targeted coaching, tools, workshops, and interventions with business and clinical leadership.
• Address employee relations issues; provide coaching on corrective action and terminations; attend meetings as requested.
• Lead validated role-related assessments for selected roles; manage vendor support and validation review.
• Create repeatable measures and dashboards; track actions and results with leadership reviews.

Kenntnisse

People Manager coaching

HR partnership

HRIS reporting (Paycom)

Vendor management

Ausbildung

Bachelor’s degree

Tools

Paycom

Jobbeschreibung

Strengthen Catalyst’s performance culture by improving how managers lead, how frontline and specialist talent is selected, and how workforce intelligence is translated into action. Working as an equal member of the Performance Culture Leadership Triad, this Director partners with the Clinical and Corporate HR Directors—and directly with business and clinical leaders—to elevate manager effectiveness, reinforce Catalyst’s Performance Operating System, Focus-Connect-Impact Grow (FCIG), identify and design preventive measures to prevent recurring employee relations issues, and demonstrate measurable workforce improvements. Partners with the Director, Culture & Engagement, to integrate culture and engagement insights into improving manager effectiveness, workforce performance, and employee experience. Position reports to Chief People Officer.

Success outcomes and accountabilities

1 | Performance Culture Triad & FCIG

Accountability. Co-own enterprise performance culture outcomes with the two HR Directors; translate FCIG into strong day-to-day first line People Manager practices. The CPO retains framework design and evolution.

Outcome. Evidence of better priority clarity, meaningful Connect conversations, credible Impact determinations based on Strong performance (the standard), and development through Grow. First line People Managers achieving consistent levels of Strong performance across clinical and corporate teams while differentiating performance.

2 | Manager Effectiveness & Interventions

Accountability. Combine partner observations, ER themes, turnover, FCIG inputs and operating data to prioritize People Manager capability gaps. Co-design targeted coaching, tools, workshops and process interventions with business and clinical leadership.

Outcome. Measured improvement in targeted People Manager behaviors and operational/workforce indicators, particularly for People Managers of non-exempt employees.

3 | Employee Relations Intelligence & Prevention

Accountability. Serve as the primary point of contact for first line People Managers to address employee relations issues. Provide coaching and guidance on documentation of corrective action and terminations. Attend corrective action and termination meetings as requested. Establish consistent ER categories and trend analysis; identify root causes and preventive actions. Offer specialist guidance on recurring or complex patterns. Engage Clinical and Corporate HR Directors and Operational Leaders in action plans, learnings and interventions.

Outcome. Reduced recurrence of substantiated, preventable issues; earlier risk identification; stronger consistency and accountability.

4 | Selection Assessment Implementation & Evaluation

Accountability. With Talent Acquisition and Operations, implement validated role-related assessments for MAs, clinical supervisors, credentialing specialists and selected high-volume non-exempt roles. Manage vendor/specialist support, job relevance, candidate experience, accessibility, fairness and validation review.

Outcome. Assessments integrated into hiring decisions; improvements in early tenure outcomes and quality of hire, with adverse-impact monitoring and defensible measurement.

5 | Workforce Insights, Cadence & Action

Accountability. Create repeatable measures and dashboards with People Operations; convene monthly triad reviews, bi-weekly and quarterly operations/clinical workforce reviews and quarterly CPO/executive reporting. Track intervention owners, actions and results.

Outcome. Leaders receive clear, actionable intelligence; interventions are completed, evaluated and adjusted based on evidence.

Shared triad operating model

The Clinical and Corporate HR Directors own leader relationships, frontline support and implementation in their client groups. This Director brings enterprise insights, design of practical interventions, selection-assessment program leadership, and measurement. All three jointly diagnose, prioritize, implement and evaluate change; business and clinical leaders remain accountable for how they lead their teams.

Measures of success

• FCIG quality and frontline People Manager behavior change (not simply completion counts)
• Targeted frontline early-tenure and regrettable turnover; employee experience
• Diagnosis of non-regrettable turnover and activation of intervention measures to reduce frequency
• Recurring substantiated manager-related ER patterns and prevention results
• Recurring substantiated patterns of risk-related non-compliance
• Assessment adoption, predictive relationship to job performance, 90-day/one-year retention and Impact determinations
• Intervention uptake, sustained results, and completion of agreed action plans

Candidate requirements

Required: 7–10+ years of progressive HR experience spanning employee relations, HR partnership, People Manager coaching and non-exempt workforce analysis; demonstrated results in operational or multisite environments with non-exempt employees; confident business partnering and facilitation; strong HRIS reporting literacy (Paycom preferred); experience introducing structured selection or talent processes; ability to manage vendors and lead work through influence. Bachelor’s degree required.

Preferred, not required: healthcare experience; assessment programs with vendor implementation; SHRM-SCP/SPHR.

First 12 months — priority deliverables

First 90 days: Identify baseline workforce themes and triad priorities; aligned operating KPIs and reporting cadence, scorecard definitions and 2–3 pilot groups. Months 4–6: launch manager interventions and initial assessment pilot with TA, vendor and Legal review. Months 7–12: demonstrate behavior and early outcome trends, refine interventions, establish repeatable first line People Manager reviews, and report selection assessment findings. The expectation is higher quality hires and evidence of advancement of our performance culture.

Decision rights and boundaries

CPO: owns FCIG product strategy, design and evolution. Clinical/Corporate HR Directors: own leader partnerships and local implementation and activation of enterprise priorities. Talent Acquisition: owns recruitment workflow and hiring operations. Workforce & Manager Effectiveness Director: leads integrated non-exempt workforce insights, first line People Manager engagement and effectiveness intervention methods, FCIG enablement measurement, and assessment implementation/utility enterprise-wide for non-exempt populations and their managers. Business and clinical leaders: own management behavior, accountability for results across their teams, hiring decisions and workforce outcomes