Buscar empleo: 214 ofertas de trabajo de human resources part time en Scottsdale, Arizona (agosto 2026)

Director of Human Resources

hace 4 días

Scottsdale

Job Description:\n\n ENVITA Director of Human Resources Hands-On HR Builder-Operator | Integrated Employee Lifecycle | Organizational Effectiveness Full-Time | $150,000 | Scottsdale, Arizona | Monday-Friday Day Shift | No Nights, Weekends, or Major Holidays | Reports to Vice President POSITION OVERVIEW Envita needs a strategic, hands-on HR builder-operator who will personally design, develop, implement, and continuously improve an integrated employee-lifecycle operating system across a complex, multi-entity healthcare environment. The Director will report to the Vice President, lead the HR team, directly own Employee Relations and benefits, have direct access to Legal counsel, and exercise meaningful decision-making authority within established governance. This is not a large-team orchestration role. The Director must move directly from executive counsel and diagnosis into policy writing, process design, tool creation, manager training, program rollout, issue resolution, measurement, and refinement. The role will strengthen employee relations, performance management, leadership development, succession planning, learning and development, compensation governance, total rewards, compliance, HR service delivery, HR reporting, culture, engagement, retention, and HR team capability while maintaining clear functional boundaries with Talent Acquisition. Role Architecture Primary mandate Build and lead an integrated Human Resources operating model that strengthens leadership effectiveness, employee performance, organizational culture, compliance, total rewards, development, retention, and the employee lifecycle across Envita. Enterprise scope Support Envita Medical Centers, Vertisis Custom Pharmacy, Envita Interventional Radiology, telemedicine programs, Oncology Online, administrative and shared-service functions, and future healthcare ventures or verticals. Healthcare context Operate credibly in a differentiated care environment combining conventional medicine, naturopathic and integrative approaches, precision medicine, specialty pharmacy, interventional radiology, telemedicine, outpatient cancer care, chronic-disease care, and Lyme disease treatment. Leadership scope Lead the HR team; advise executives and department leaders; establish HR governance, standards, service levels, reporting, and accountability; and serve as Envita’s senior authority for Employee Relations and workplace investigations. The Director reports to the Vice President, owns end-to-end case strategy, works directly with Legal, and exercises decision-making authority within established governance and escalation standards. Current team and operating reality The Director will lead and work directly alongside the HR team. Employee Relations and benefits are included in the role; payroll is not. Talent Acquisition remains a separate function. The Director must personally build and execute core HR programs rather than depend on layers of specialists or a large team. Functional boundary Talent Acquisition remains a separate enterprise function with ownership of sourcing and recruiting strategy, external workforce intelligence development, PBH, recruiting technology, recruiting analytics, hiring-manager recruiting scorecards, source and technology ROI, and Quality-of-Hire methodology and reporting. Human Resources owns internal succession planning, employee development, and readiness. Success horizon Stabilize material HR risk and establish baselines within 30 days; design the prioritized HR operating roadmap within 60 days; launch a focused set of highest-priority improvements within 90 days; complete broader implementation across the core HR operating model within six months; and establish a scalable, trusted HR function within 12 months. Why This Position Exists Envita has grown into a differentiated healthcare enterprise with multiple entities, service lines, employee populations, leaders, clinical disciplines, business models, and organizational priorities. The next stage of growth requires a Human Resources function that can provide consistent governance and employee support without weakening Envita’s entrepreneurial speed, mission, individualized care model, or people-centered culture. The current need is broader than traditional HR administration. Envita requires a hands-on HR builder-operator who can connect employee relations, performance, leadership capability, learning, succession, compensation, total rewards, engagement, retention, compliance, service delivery, systems, and reporting into one integrated employee-lifecycle model. With a lean current structure, this person must personally create much of the architecture, content, tools, training, and rollout rather than simply assign the work to a large team. The Director must identify root causes, establish clear standards, coach leaders, strengthen accountability, and ensure that HR practices can scale across current and future entities. Because Envita serves many patients who pay directly for care, the employee experience and the patient experience are closely connected. The Director must understand how leadership behavior, employee capability, communication, accountability, trust, and retention affect compassionate service and the experience of patients and families navigating cancer, chronic disease, Lyme disease, and other medically complex conditions.The Opportunity to Shape Envita’s Future This is not a maintenance role. The selected leader will have the opportunity to build the HR operating architecture that supports Envita’s future growth while protecting the organization, developing leaders, strengthening culture, and improving the consistency of the employee experience. The successful Director will bring structure without unnecessary bureaucracy. This person must be able to move from executive counsel to employee-relations problem solving, from compensation governance to leadership development, and from policy design to measurable operational execution. Recommendations must become implemented practices, adopted leadership behaviors, reliable data, and sustained organizational results.A Hands-On Builder-Operator Opportunity Envita is not hiring a leader to sit above a large HR organization, delegate the core work through layers of specialists, and primarily orchestrate from a distance. The Director will lead and work alongside the HR team, with direct responsibility for Employee Relations and benefits. Talent Acquisition remains a separate function. The Director will report to the Vice President, have direct access to Legal counsel, and exercise meaningful decision-making authority within established governance and escalation standards. The Director must enjoy being in the work. This person will personally diagnose needs, design solutions, draft policies and program content, build tools and workflows, train leaders, lead implementation, resolve adoption problems, measure results, and improve the programs after rollout. Thoughtful delegation will be important as the team develops, but the successful leader cannot depend on a large staff, outside consultants, or inherited centers of excellence to perform the core thinking and execution. This is a substantial blank-slate opportunity and a major part of the role’s appeal. The selected leader can shape Envita’s performance-management system, leadership-development approach, succession process, learning and development model, compensation governance, total-rewards strategy, HR service-level agreements, employee-relations infrastructure, reporting, and operating cadence. The right person will find that level of ownership exciting rather than overwhelming.Mission-Critical Employee Relations Authority Employee Relations is one of the most important accountabilities of this position. The Director will serve as Envita’s senior internal owner of employee concerns, workplace investigations, corrective-action strategy, conflict, conduct, attendance, accommodations, leave-related employment issues, and other sensitive employment decisions. This person must personally lead the work, make sound and defensible judgments, and ensure matters move to timely resolution. The Director must be capable of working directly and confidently with internal or external Legal counsel and independently managing interviews, evidence review, investigation decisions, and ordinary case management. This role carries meaningful decision-making authority within established governance. Senior executives should be engaged only when their decision, authority, or awareness is genuinely required. Within the first 60 days, the Director will establish written escalation criteria identifying which matters HR may resolve independently with Legal guidance and which must be elevated because they involve an executive, exceed delegated authority, or create material litigation, regulatory, financial, reputational, patient-safety, or enterprise risk. For significant matters, the Director will provide concise, no-surprise executive briefings focused on risk, recommended action, and decisions required.Envita Integrated Talent Management and HR Operating Model Envita’s HR-owned integrated talent-management model begins after Talent Acquisition completes the accepted-candidate handoff. It connects the employee lifecycle so that onboarding, performance, development, succession, rewards, engagement, retention, employee relations, and compliance reinforce one another rather than operating as isolated programs. Employee onboarding and integration Own employee onboarding administration, required documentation, orientation, benefits enrollment, HRIS employee entry, policy acknowledgment, manager readiness, and early employee integration after the accepted-candidate handoff from Talent Acquisition. Performance and accountability Establish clear expectations, meaningful reviews, regular coaching, performance documentation, corrective action, recognition, and development actions. Leadership development Build manager capability in communication, coaching, accountability, conflict resolution, decision-making, employee relations, and consistent leadership practice. Succession and internal readiness Identify critical internal roles, assess readiness and risk, create development plans, review progress, and strengthen leadership continuity. External workforce intelligence, sourcing strategy, and recruiting remain Talent Acquisition responsibilities; internal succession planning and readiness remain HR responsibilities. Learning and development Prioritize learning based on compliance, leadership, employee performance, patient experience, operational capability, and career-development needs; measure completion and effectiveness. Compensation governance Own salary administration, classification, internal equity, promotional and market adjustments, incentive eligibility, exception governance, approvals, and documentation. Total rewards Evaluate and manage base pay, incentive governance, benefits, retirement, leave, paid time off, recognition, wellness, and other employee programs for competitiveness, value, cost, clarity, and consistency. Engagement and retention Identify employee-experience and retention risks; establish feedback mechanisms; strengthen trust, communication, recognition, and leadership accountability. Employee relations and compliance Provide fair, timely, consistent, confidential, and well-documented employee support, investigations, corrective action, accommodations, leave administration, policy governance, and risk management. HR service delivery and reporting Establish service-level agreements, case ownership, response and resolution standards, HR dashboards, trend analysis, executive insights, and continuous improvement. Performance-Based Hiring Success Profile This role will not be assessed primarily by years of experience, credentials, or a list of HR responsibilities. Candidates must provide specific evidence that they have delivered comparable outcomes in complex organizations and can build, implement, and sustain a modern HR operating model. Success will be measured through the following performance objectives.1. Complete an Enterprise HR Diagnostic and Stabilize Material Risk From the first day, assume primary ownership of active Employee Relations matters and investigations while assessing employee relations, performance-management practices, policy and documentation quality, compliance exposure, compensation administration, total rewards, HR systems, employee records, leadership capability, succession readiness, learning programs, HR team capacity, service responsiveness, and reporting reliability.Create an HR risk register identifying issue severity, owner, required action, executive decisions, and target resolution dates.Ensure every material employee, investigation, compliance, documentation, compensation, or leadership issue has clear HR ownership, direct Legal partnership when warranted, and an escalation path that protects executive time while preventing surprises.Provide executive leadership with a concise assessment of immediate risks, operational weaknesses, strengths to preserve, and the highest-value improvement priorities.2. Design and Implement a Scalable HR Operating Model Within 60 days, personally develop and present a prioritized HR operating-model roadmap covering governance, decision rights, HR team structure, policies, processes, systems, annual operating rhythms, stakeholder interfaces, and measurable service standards. The roadmap must identify what the Director will directly build, what the HR team can own or support, and where Benefits, Legal, Finance, IT, Operations, or other partners are required.Clarify responsibilities and handoffs among HR, Talent Acquisition, Legal/Compliance, Finance, IT, Operations, Benefits, and department leadership.Standardize enterprise practices where consistency creates value while preserving justified entity-specific or clinical differences.Within 12 months, establish a repeatable HR model capable of supporting additional entities, locations, services, and employee populations without rebuilding basic processes from the ground up.3. Own Employee Relations, Investigations, and Employment Risk Management From day one, serve as the primary accountable leader for Employee Relations and workplace investigations. Within 90 days, stabilize active cases and implement the highest-priority intake, triage, documentation, Legal-coordination, case-ownership, and escalation standards. Complete the broader end-to-end Employee Relations and investigation operating framework within six months.Establish an HR case-management method that makes ownership, priority, Legal involvement, status, aging, next action, resolution, and required executive decisions visible without compromising confidentiality.Coach leaders to address conduct, attendance, conflict, and performance issues earlier, more consistently, and with stronger documentation.Wit

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