Director, Workforce & Manager Effectiveness

Catalyst Health Group; Plano (TX); Hybrid; USD 120,000 - 180,000; Full time

Job summary

Catalyst Health Group is seeking a Director, Workforce & Manager Effectiveness to lead enterprise performance culture initiatives. You will partner with clinical and corporate HR leaders to elevate manager effectiveness, shape workforce intelligence, and implement preventive actions for ER issues.

You will co-own performance metrics and design coaching programs, dashboards and workforce interventions across multi-site teams.

Qualifications

• 7–10+ years of HR experience across employee relations, HR partnership and non-exempt workforce analytics.

Responsibilities

• Co-own enterprise performance culture outcomes with HR leaders and translate FCIG into frontline manager practices.
• Design targeted coaching, tools and interventions for managers and clinical/business leaders.

Skills

People Manager coaching

Employee relations

HR partnership

Non-exempt workforce analysis

HRIS reporting

Education

Bachelor’s degree

Tools

Paycom

Job description

Director, Workforce & Manager Effectiveness# Director, Workforce & Manager EffectivenessHybrid • Belleview - Plano, TX 75024## OverviewPosition TypeFull Time## Description# MissionStrengthen 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.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 modelThe 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## QualificationsCandidate requirementsRequired: 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.