Head of HR

LP Careers Page

2d•Remote

About The Position

Launch Potato is hiring a Head of HR to own and improve its HR function, with primary responsibility for performance management, total rewards, compliance, manager enablement, and people-process tooling. The role takes ownership of an established performance management system—including its levels framework, rating scale, and calibration process—and determines what to retain or change as the company grows. The Head of HR will present work and decisions to the C-suite and partner with the SVP of Talent, who intends to transition operational ownership of the function. This is a player-coach position: the successful candidate will personally deliver work while leading an HR Business Partner and a Total Rewards and People Analytics lead. They will set the team's decision rights, coach and develop both reports, and provide standing support to approximately three dozen front-line managers. The company is remote-first, profitable, and has approximately 200 employees across 18 countries, with headquarters in South Florida. In the first year, success includes owning the annual performance cycle on a published timeline, preparing managers for calibration and performance conversations, closing and maintaining the HR compliance backlog, reducing the time the cycle takes managers while improving conversations, and increasing the decision authority of the two direct reports.

Requirements

Have owned a full performance cycle end to end more than once at an organization with at least 150 people, including design, timeline, manager preparation, calibration, rollout, and retrospective.
Have owned compensation and benefits, including band design, benchmarking methodology, benefits renewals, and the annual compensation cycle; be able to defend compensation decisions to a CFO.
Have ongoing HR compliance experience, including multi-state registration, I-9s, handbooks, worker classification, and postings, and experience inheriting and clearing a backlog.
Have built a people system that was adopted and remained recognizable two cycles later.
Have automated or rebuilt a people process to improve speed while maintaining or improving quality, with demonstrated adoption by the people expected to use it.
Have taken a company of similar size to materially greater headcount or revenue more than once, and understand what changes as a company reaches its next stage.
Have clear examples of coaching, mentoring, and developing a team to achieve exceptional outcomes.
Be able to lead a team while personally delivering work.

Nice To Haves

Have well-supported views on shortcomings in performance management and specific examples of changes made.
Be able to distinguish process problems from manager-capability problems and address the appropriate cause.
Be willing to raise uncomfortable issues in calibration discussions.

Responsibilities

Own the mid-year and annual performance management cycles end to end, including design, timelines, communications, execution, and retrospectives.
Determine what performance-cycle outcomes are needed and which processes should be retained, changed, or removed.
Design compensation bands and the benchmarking methodology behind them; manage benefits renewals and their economics, and own the annual compensation cycle.
Keep leveling and compensation decisions connected and be prepared to defend compensation decisions to the CFO.
Own HR compliance, including multi-state registration, I-9s, the employee handbook, worker classification, and required postings; clear the current backlog and establish escalation and coverage protocols.
Prepare managers for performance conversations and lead calibration, addressing differences in how managers apply performance standards.
Create playbooks and self-service resources that help managers find answers without scheduling meetings, and provide ongoing support to approximately three dozen front-line managers.
Identify and automate or otherwise improve manual people processes, building tools that managers will adopt and reducing cycle time without diminishing the quality of conversations.
Lead and develop the HR Business Partner and Total Rewards and People Analytics lead, and define where they decide, recommend, or escalate decisions.
Coach, mentor, and grow the team while personally delivering HR work.