Chief People Officer

Helios HR•Atlanta, GA

1d•Remote

About The Position

Reporting directly to the CEO, the Chief People Officer (CPO) is a core member of MedZed’s executive leadership team and a strategic partner to the CEO and COO, accountable for architecting and sustaining a people strategy that enables scalable growth, operational performance, and regulatory confidence in a value-based healthcare environment. MedZed’s people leader will inspire and enable our growth from a base of 300 people serving members in 3 states to 1,000+ people providing care in five states over the next 3 to 4 years. This role is responsible not only for designing people systems, but for actively partnering with the CEO to steward MedZed’s culture, leadership capability, and employee experience as the organization scales. The CPO ensures workforce decisions are grounded in data, aligned to business outcomes, and reinforced by a strong, measurable culture. Success will look like: High engagement – eNPS remains strong and stable and turnover meets targets, even during periods of rapid growth Internal growth – we are consistently promoting from within because our L & D programs are working Operational excellence – our staffing levels consistently meet growth targets and patient care needs

Requirements

Bachelor’s or master’s degree in human resource or business administration, or a related field.
15+ years of progressive HR and people leadership experience.
Proven CEO and executive partnership experience.
Strong expertise in people analytics, HRIS, and learning strategy.
Experience in healthcare or regulated environments.
Deep knowledge of labor and hour regulations in complicated states including CA.

Nice To Haves

SHRM-SCP or SPHR are highly preferred to demonstrate expertise.
Bi-lingual a plus.

Responsibilities

Partner with the CEO and executive team to ensure that MedZed’s “people plan” ensures company meets business objectives while overseeing change management.
Create organizational structure that optimizes results.
Define skills necessary for each position to make our care model successful.
Partner with the CEO and ELT to translate business strategy into workforce capabilities and organizational design.
Ensure people strategy supports both short-term execution and long-term sustainability by balancing humanity and productivity and not burning out the team or diluting what makes MedZed a great place to work.
Serve as executive owner of our values and shared behaviors and drive connection to the mission throughout the organization.
Establish and maintain a measurable culture framework with eNPS as a core enterprise key performance indicator and leverage the information to drive improvement throughout the organization.
Create a place where associates want to build a career, specifically focusing on the unique challenges of field-based care.
Own the strategy and delivery for how we train our people, ensuring that our investments in learning lead to better performance and higher job satisfaction.
Align L&D programs to MedZed’s business priorities, workforce needs, and performance expectations.
Build clear “whats next” maps for every employee. Nobody should wonder how they can grow at MedZed.
Strengthen our managers. Provide them with the tools to lead with accountability and empathy. Teach them to continuously look around corners and develop critical thinking and analytical skills.
Build systems that integrate learnings from exit interviews and formal and informal feedback into a continuous cycle of improved hiring, training, and development.
Lead enterprise workforce planning across field and corporate teams to ensure company has people in the right place at the right time to meet revenue targets.
Design role frameworks, job leveling, and career pathways.
Ensure every role has a clear purpose, competitive market-pay, and a defined path for advancement.
Trusted advisor to leaders throughout the organization.
Strengthen manager capability with focus on engagement, performance, and retention.
Hold leaders accountable for culture, learning adoption, and engagement outcomes.
Own Human Resource’s analytics strategy and move beyond simple headcount. Use data to tell the story of our team to leadership and the board to help inform better decisions about the future.
Manage HR technology to make sure that it’s a tool that helps people get work done, rather than an obstacle to be overcome.
Partner with finance to keep pay and benefits competitive and fair.
Align performance systems with business and engagement outcomes.
Lead initiatives to combat burnout that is common in healthcare and particularly in field-based care.
Partner with Legal to proactively mitigate employment risk and workforce compliance while addressing issues.
Partner with legal to keep us compliant and, more importantly, ensure our field teams are safe and supported in their daily work.