Vice President, People and Culture

Roberts Resorts & Communities; Scottsdale (AZ); On-site; USD 160,000 - 185,000; Full time

Job summary

Roberts Resorts & Communities seeks a strategic HR leader to build and scale a complete People function across multiple sites in the Southwest. You will own talent acquisition, compensation, performance, and leadership development, partnering closely with the COO and site leaders.

You will lead a scalable HR operating system, drive workforce planning, analytics, and succession, ensuring strong culture and retention while guiding leaders with candor and accountability.

Qualifications

• Built a People function in an entrepreneurial, fast-moving company.
• Ownership of talent acquisition, compensation, performance, and learning at scale.
• Ability to build simple, scalable HR systems that drive business outcomes.

Responsibilities

• Own Talent and Recruiting, including sourcing, promotions, employer brand, and interviews.
• Own Employee lifecycle from onboarding to development, retention, succession, separation.

Skills

People leadership

Operational mindset

Data-driven decisions

Talent acquisition

Compensation strategy

Leadership development

Cross-functional collaboration

Job description

This is not just an HR job. This is a build-the-company role.

Roberts Resorts and Communities owns and operates manufactured home, RV resort, and cabin communities across the Southwest. As we grow, our ability to scale will depend on the talent we hire, the leaders we develop, and the culture we reinforce every day. We need someone to own that.

Our philosophy is simple:

• Talent is an investment, not a cost
• High standards and strong support belong together
• Candor, trust, learning, and accountability belong together

This role turns our values into how we hire, lead, develop, reward, and hold people accountable.

What You Own

Talent and Recruiting

Build a proactive recruiting engine that consistently finds and closes strong people. Own sourcing, referrals, internal promotions, employer brand, candidate experience, structured interviews, reference checks, recruiting service levels, and quality of hire.

People Systems and Performance

Own the employee lifecycle from onboarding through development, performance, retention, succession, and separation. Build simple, scalable systems that help leaders set clear expectations, coach performance, develop talent, and make better people decisions.

Compensation and Rewards

Own our compensation philosophy, market benchmarking, salary bands, job evaluation, offer strategy, annual planning, and pay governance. Compensation should be competitive, internally equitable, understandable, and aligned with the talent we are trying to attract and retain.

Leadership Development and Succession

Build leaders who create more leaders. Own leadership development, Trainual, talent reviews, succession planning, performance development, and learning tied directly to business priorities and future growth.

HR Team, Data, and Executive Partnership

Lead, coach, and develop the HR team while raising the capability of the function. Build reporting that shows what is actually happening across recruiting, retention, engagement, internal mobility, compensation, leadership effectiveness, and other leading indicators.

Serve as a thought partner to the CEO, COO, and operating leaders on the people decisions that matter. This role sits close to the business and is expected to challenge, advise, and help leaders make better decisions.

12-Month Success Outcomes

Build a predictable talent engine.

Critical roles are filled within clear service-level targets, referrals and internal promotions become stronger sources of talent, and quality-of-hire and 90-day retention improve.

Raise the quality of leadership and strengthen retention.

People leaders operate within a clear leadership and performance-management system. Onboarding, quarterly conversations, development, accountability, and succession planning become consistent across the company.

Build a scalable People operating system.

Compensation, talent reviews, succession planning, people analytics, learning and development, recruiting, and performance management operate as connected systems rather than separate HR programs.

The Person This Fits

• You have built a People function and operated in an entrepreneurial, fast-moving company where priorities evolve.
• You think like an operator and understand how people decisions affect business performance.
• You have owned talent acquisition, compensation, performance, and learning and development at meaningful scale.
• You are highly self-accountable, proactive, and comfortable building systems without creating unnecessary bureaucracy.
• You have the confidence to challenge decisions, defend your point of view with facts, and give and receive candid feedback.
• You use data to drive decisions and know when to coach, challenge, or make a change.
• You can move between strategy and execution and are willing to spend time in the field, not only behind a desk.
• Experience in multi-site operations, hospitality, housing, retail, or another field-based service business is strongly preferred.

You Probably Won’t Love This Role If

• You believe culture means keeping everyone comfortable.
• You compromise hiring standards just to fill an opening.
• You tolerate persistent performance issues to avoid hard conversations.
• You prefer policy work to working with leaders and operators.
• You measure activity instead of outcomes.
• You believe HR should operate separately from the business.
• You want to maintain systems rather than build better ones.

Reports to:

COO

Travel:

Approximately 25%

Compensation:

$160,000–$185,000 base + annual performance bonus