Market Human Resources Director

The Market HR Director operates across a high-complexity market environment. This role functions as a senior strategic advisor to the Market President, Market Team, and General Managers and is expected to shape talent and organizational health decisions — not just respond to them. The Director diagnoses systemic workforce challenges, brings a disciplined point of view to senior business conversations, and manages the full market HR portfolio with the sophistication and business credibility expected of a senior HR Business Partner.

Job Location: Columbus, GA 3190

9United States of Americ

a
Job Descripti

onESSENTIAL DUTIE

S
Talent Select

• ion
  Own the talent selection standard for the market — the Market President looks to the Director to define what a disciplined hiring process looks like and hol
• d itLead GM-level interview processes in close partnership with the Market President; provide a structured, evidence-based talent assessment with a clear recommenda
• tionConduct market-wide staffing reviews on a regular cadence; anticipate critical role vacancies 60–90 days before they become cr
• isesAnalyze early turnover patterns across the full market portfolio — distinguish root causes at the hiring, onboarding, and leader effectiveness levels and route corrective action accordi
• nglyServe as the strategic partner to the Talent Acquisition COE on market-level workforce planning; bring demand forecasts, brand-level talent trends, and local market intellig
• enceIdentify systemic gaps in GM and Department Manager pipeline depth and bring a recommendation to the Market President and VP, Human Resou

rces
Talent Develo

• pmentMaintain a sophisticated, current talent map of every GM and key Department Manager in the market — strengths, gaps, development needs, succession readiness, and flight
• riskOperate with a coaching-first philosophy at all times: build GM and leader capability, do not substitute f
• or itDrive the internal succession agenda with discipline — present succession bench depth to the Market President quarterly and close identified gaps through COE partne
• rshipLead and facilitate quarterly talent calibration reviews with the Market President and VP, Human Resources; own the narrative, the data, and the recommended ac
• tionsPartner with the Talent Development COE to co-design market-specific capability solutions — bring field intelligence the COE cannot see from the c
• enterIdentify high-potential associates across the market, advocate for their development, and track progress against development commit

ments
Listening St

• rategyOwn the organizational health narrative for the market — synthesize listening data, ER case patterns, turnover, and business performance into an integrated market health asse
• ssmentArrive at every listening debrief with the Market President prepared with an interpretive point of view, a root cause hypothesis, and a recommended response — not a data s
• ummaryCoach GMs to own their team's listening response; the Director's role is to equip and hold accountable, not to s
• tep inIdentify cross-store patterns and systemic themes; escalate market-level organizational health risks to the VP, Human Resources with a recommendation and a sense of u
• rgencyServe as the market-level point of contact for the ER Team on case trends; surface emerging systemic ER risk proactively before it is visible in formal rep

orting
Business Perf

• ormanceOperate as a genuine strategic partner to the Market President — attend P&L reviews, understand the business deeply, and bring an independent people-strategy perspective to every business conve
• rsationConnect market-level workforce data to financial outcomes with specificity: identify which people trends are costing the market the most and prioritize acco
• rdinglyRedirect the Market President's focus when people decisions are being driven by urgency rather than strategy; push back with data, offer alternatives, and hold the HR perspective without de
• ferringDevelop and present the market's Organizational Health Score and people analytics to senior leadership on a regular
• cadenceFrame all HR work — across all four pillars — in the language of business outcomes; every recommendation connects to a market or store-level

result
EMPLOYEE RELATIO

NS SCOPEAll HRBPs handle Green-tier ER cases independently and may handle lower-acuity Yellow-tier cases with appropriate judgment. Higher-acuity Yellow, Orange, and Red-tier cases are escalated to and managed by the centralized ER Team, with the HRBP serving as the market-level partner — providing context, maintaining associate relationships, and ensuring continuity throughout the investigation process. HRBPs do not conduct formal investigations on elevated-tier matters; they are the bridge between the associate, the store, and the

ER Team.
QUALI

• FICATIONSBachelor's degree in Human Resources, Business Administration, or a related field
• required6–9 years of progressive HR experience with meaningful business partner exposure at the market or regio
• nal levelPHR or SHRM-CP required; SPHR or SHRM-SCP strongly
• preferredWorkday or comparable HRIS proficiency required; experience with HR reporting tools or dashboards
• preferredSolid command of multi-state employment law; comfortable advising leaders on workforce risk without Lega
• l presentRetail, automotive, or high-volume multi-site experien

ce a plus
CORE CO

• MPETENCIESBusiness Acumen — Fluently connects workforce strategy to market P&L performance; is a credible voice in business reviews and brings an independent point of view to the Market
• PresidentCoaching Over Doing — Models and enforces the coaching-over-doing standard across the market; pushes back when leaders look to HR to do the work that belon
• gs to themDiagnostic Thinking — Synthesizes signals across multiple data streams — listening data, ER trends, turnover, performance — into a coherent market health narrative with a specific poi
• nt of viewCOE Partnership — Leverages Talent Development, Talent Acquisition, HR Operations, and Total Rewards as expert partners; routes work to the right COE rather than working a
• round themExecution & Follow-Through — Manages a high-complexity, high-volume portfolio without dropping detail; builds systems to stay ahead of the work rather than reac
• ting to itIntegrity & Discretion — Handles sensitive associate information with unwavering confidentiality; never compromises associate trust or the integrity of the H