Employee Effectiveness (EE) Partner - Technical

Fluidstack•Austin, TX

About The Position

At Fluidstack, we’re building the infrastructure for abundant intelligence. We partner with top AI labs, governments, and enterprises - including Mistral, Poolside, Black Forest Labs, Meta, and more - to unlock compute at the speed of light. We’re working with urgency to make AGI a reality. As such, our team is highly motivated and committed to delivering world-class infrastructure. We treat our customers’ outcomes as our own, taking pride in the systems we build and the trust we earn. If you’re motivated by purpose, obsessed with excellence, and ready to work very hard to accelerate the future of intelligence, join us in building what's next. About the People Team The People team at Fluidstack exists to support our mission of building the world’s best place to do your life’s best work. We design and operate the systems, environments, and partnerships that allow talented people to focus on meaningful problems. Our work spans from the infrastructure that keeps the organization running cleanly, to the lifecycle moments that shape employee experience, to the support that helps managers and leaders do their best work. We care deeply about how things happen, not just whether they happen. Why This Role Exists Technical organizations scale quickly, and management practices often lag behind headcount growth. This role exists to ensure engineering, product, and infrastructure leaders have the support they need to manage people well, especially during periods of rapid hiring and organizational change. About the Role We seek an experienced, kind, and thorough partner to embed and work with Fluidstack’s technical departments (engineering, product, data, and infrastructure) on people and performance matters. Initially, your coverage will be broad. As the organization scales, you’ll specialize into a narrower set of departments. In this role, you will nurture, coach, and develop your colleagues, focusing on macro and micro development to ensure they are performing to the best of their ability in healthy, scalable ways. This will take many forms: from direct 1-to-1 coaching with a new engineering manager to multi-quarter strategic planning with department leadership to navigating complex team dynamics. Rather than pushing obtuse business metrics, your practice is grounded in employee advocacy and looking for holistic solutions that meet people where they are while simultaneously moving the organization toward meaningful results. You default to a growth mindset; asking probing questions and providing nuanced feedback, allowing you to build strong, open, and trusting relationships. This is not an HR compliance role. You sit at the intersection of people and performance. You help managers manage better, not by training them in a classroom, but by working alongside them when it counts.

Requirements

Love of learning and intense curiosity about how people and teams work.
Kindness and care in how you engage with colleagues, especially when conversations are difficult.
Design thinking and problem-solving. You look for holistic solutions rather than quick fixes.
Clarity, approachability, and precision in communication.
You have partnered closely with managers before, not just administered HR processes, but actually influenced how leaders manage their people.
You understand how technical teams work: sprint rhythms, release pressure, IC-to-manager transitions, architecture debates that are actually people problems. You don’t need to be technical, but you need to be credible when an engineering manager tells you their situation is different.
You can hold both accountability and empathy simultaneously. You don’t shy away from hard conversations, and you don’t deliver them without care.
You read team dynamics well and can identify patterns before they become crises.
Demonstrated experience in an HRBP, People Partner, or similar embedded role supporting technical teams. We care about what you’ve influenced, not how long you’ve been doing it.
We welcome candidates from coaching, organizational development, technical recruiting, or any background where influencing manager behavior and improving team outcomes in technical environments were central to the work.

Nice To Haves

Experience partnering with engineering orgs through hypergrowth, where the team doubled or tripled and the people challenges scaled faster than the systems.
You’ve navigated the specific performance challenges of technical teams: how to evaluate IC output that’s hard to quantify, how to support managers through tough conversations about engineering performance, and how to help teams maintain standards during rapid hiring.
Background in organizational development, coaching, or applied psychology.
Experience supporting managers through system transitions (new performance frameworks, leveling, comp changes) in technical orgs specifically.

Responsibilities

Complete onboarding and immerse yourself in the technical departments: sit in on team meetings, 1:1s (with permission), and planning sessions.
Build trust-based relationships with engineering, product, and data managers. Understand team dynamics, pain points, and open questions.
Map the current state of people practices across your departments: how are performance conversations happening? What’s the onboarding experience? Where are the gaps?
Identify the top 2–3 areas where manager support would have the most immediate impact.
Begin active coaching with managers on performance conversations, feedback delivery, and team-level decision-making.
Partner with the People team to roll out any new systems (performance, engagement, onboarding) within your departments, adapting for the technical context.
Surface department-level people risks to the broader People team with clear framing and proposed next steps.
Establish a regular check-in rhythm with department leadership across your coverage area.
Managers in your departments feel meaningfully more supported in people decisions. You can point to specific conversations or outcomes.
You have a clear picture of people health across your coverage area: retention risks, development gaps, team dynamics.
You’ve helped at least one People system land well in a technical department — not just deployed, but adopted.
You are seen as a trusted partner, not a compliance function. Technical leaders come to you proactively.