Director, Employee Experience Operations

Commvault•Tinton Falls, NJ

21h•$168,300 - $253,000

About The Position

We're hiring a Director of Employee Experience Operations to lead how our people-facing processes actually work day to day. This is not a systems or IT job. It's a leadership role focused on making the employee experience simpler and better across HR, Finance, Legal, Business Technology, and Facilities. You are the person who asks why something takes six steps and three approvals when it could take one — and then works across teams to fix it. Success means fewer handoffs, faster resolution, clear ownership, and employees who feel the company works for them, not around them. This role is a fit for someone with strong people operations experience who enjoys redesigning how work gets done and takes pride in making things easier for other people.

Requirements

8+ years in HR or Financial operations, HR shared services, or a similar cross-functional operations role.
Strong operational thinking: you can map a process, spot where it breaks down, and design a simpler path.
Excellent cross-functional influence skills. You can build trust and alignment with Finance, Legal, Business Technology, and Facilities leaders who don't report to you and don't have to listen to you.
A real commitment to the employee experience — you default to asking what this feels like for the person going through it.
Direct experience applying AI and agentic AI to real business problems — moving beyond incremental gains to fundamental redesigns of how work gets done.

Nice To Haves

They ask why a process exists in its current form before trying to change it.
They measure friction the way a product leader measures churn — as a signal to act on, not something to accept.
They build agreement rather than issue mandates. A process change that Finance, Legal, BT, and Facilities buy into lasts; one that's forced on them doesn't.
They can zoom from "this one employee's bad experience" up to "this is a systemic pattern affecting thousands of transactions" and back down again.

Responsibilities

End-to-end process ownership and employee experience
Own and continuously improve the employee lifecycle and experience processes that span HR, Finance, Legal, Business Technology, and Facilities — onboarding, offboarding, transfers, leave, accommodations, pay, job movement, organizational changes, and anything else that touches the employee experience.
Treat friction as a problem to fix, not something to live with. Start every process review from the employee's point of view.
Build a simple, repeatable way to find friction — employee feedback, escalations, and help-desk ticket trends — and turn it into a prioritized improvement roadmap.
Set and track meaningful measures of friction and delight (time-to-resolve, number of touchpoints, rework rate, satisfaction) and report progress in terms leadership and employees both understand.
Re-imagining business processes with AI
Rethink HR and all other employee experience operations, regardless of where they sit in the organization, end-to-end assuming AI and agentic workflows are available — not as a bolt-on, but as the default way work gets done.
Identify the highest-volume, most repetitive employee lifecycle tasks (status changes, tier-1 questions, approvals, document generation, data updates) and lead the redesign to hand them to AI agents with the right guardrails.
Partner with Business Technology to embed AI into HR, Finance, and Legal workflows — including intelligent routing, automated case handling, and self-service that actually works.
Set the standard for when a process should be automated, augmented, or eliminated — and hold the line on quality, compliance, and employee trust as AI is deployed.
Cross-functional orchestration
Act as the bridge between HR and Finance (payroll, compensation, budget and headcount), Legal (policy, compliance, contracts, risk), Business Technology (systems, data, and automation — without owning the tech itself), and Facilities (workplace, space, moves).
Build strong working relationships with functional leaders so process changes stick after the project ends.
Represent the employee and manager perspective in cross-functional decisions that otherwise get made through a purely functional lens (e.g., legal risk, financial control, technical constraint).