Senior HRBP, Member Engineering

Netflix•Los Angeles, CA

9d•$260,000 - $530,000•Hybrid

About The Position

At Netflix, our mission is to entertain the world. Together, we are writing the next episode - pushing the boundaries of storytelling, global fandom and making the unimaginable a reality. We are a dream team obsessed with the uncomfortable excitement of discovering what happens when you merge creativity, intuition and cutting-edge technology. Come be a part of what’s next. Join our team as a Sr. HRBP for Member Engineering. Our HRBPs are the frontline consultants to people managers and individual contributors, providing guidance, insights, coaching, and advice to support talent management practices within the team (onboarding, performance management, development, team health, culture). A key area of focus for our HRBPs is to increase manager capability, enabling them to be more self-sufficient, driving manager education on important people programs, tools, and processes. HRBPs collaborate with their peers to ensure a collective Talent strategy that encompasses the major areas in which the org can grow and scale, while strongly reflecting the Netflix culture and optimizing organizational health. Member Engineering’s mission is to build systems that optimize the member experience and drive engagement — from the moment a customer creates an account through content discovery and playback. The organization has over 800 people and owns the full technical stack that powers the Netflix member experience — from personalization algorithms and ML platforms to the APIs, client apps, and streaming systems that members interact with every day.

Requirements

7+ years of experience as an HRBP partnering with managers on full employment lifecycle touchpoints.
Strong business and HR acumen, including strong problem-solving skills, high judgment, critical thinking and analysis
Advanced coaching and consulting skills — you are sought out by senior leaders for high-stakes situations and give direct, actionable feedback that builds trust and leads to behavior change
Excellent verbal and written communication and storytelling skills; you simplify complexity and can influence through narrative and data
Strong project management and execution skills, with a track record of driving cross-functional initiatives from problem definition through implementation
High intellectual curiosity and learning agility; you stay current on market, industry, and talent trends including analytics, AI, and evolving skills in data-centric teams
Ability to navigate ambiguity and context-switch across multiple leaders, teams, and priorities, maintaining clarity on what matters most

Nice To Haves

Prior experience supporting Engineering client groups
Experience working in HR across multiple companies/organizations (starts-up/established, etc)

Responsibilities

Use people data to identify insights aligned with business priorities to support leaders in making better business decisions and increasing team effectiveness
Pressure-test anecdotes and assumptions to shape better business decisions
Make high-quality decisions with incomplete information — clearly articulating what is known, what is assumed, and how you would adjust as new information emerges
Triage and connect leaders to the right Talent experts (Employee Services, Compensation, Talent Acquisition, Inclusion) while staying accountable for overall problem framing and follow-through
Support managers in building the muscle around growth conversations, as well as ‘talent density’ and ‘keepers test’ concepts, holding managers accountable for high performing teams; proactively identify gaps and propose solutions
Guide employee relations matters (e.g. interpersonal conflict, investigations, terminations, etc.), working with partners as needed
Conduct exit interviews for critical exits, gathering insights on root causes and make recommendations to address themes as appropriate
Use data to identify trends and team health issues - and diving in to help leaders cultivate the environment and talent for their dream team.
Build deep understanding of the Member Engineering business – how it creates value for Netflix – and translate that into clear talent priorities.
Serve as a thought partner and coach to leaders at multiple levels, asking the hard questions, offering clear points of view, and constructively challenging assumptions.
Supporting onboarding of new managers and leaders into Netflix and into Member Engineering.
Coaching leaders on feedback, tough calls, and leadership presence, including how they model Netflix culture.
Helping leaders proactively “farm for dissent” and seek diverse perspectives in decision‑making.
Partner with leaders on org design that supports business strategy — considering not just structure, but how work flows, where decisions get made, and how teams are incentivized
Identify where misaligned structure, roles, or processes are undermining intended outcomes and offer clear, practical design options with trade-offs
Broker healthy cross-functional discussions on how work gets done, resolving friction points and clarifying interfaces between teams
Lead or support change management for organizational shifts by helping leaders craft a compelling, transparent narrative and anticipating impact on different employee groups
Use Netflix culture and leadership expectations as an active decision filter for hiring, performance, promotions, and exits
Spot patterns in team dynamics and inclusion (promotion rates, attrition patterns, cross-cultural friction) and address root causes with leaders
Select and facilitate the right interventions to improve team health, trust, and performance
Partner closely with Inclusion and other Talent experts to integrate inclusive practices into everyday management and talent decisions
Partner with the HRBP lead and GBP teams to execute global Talent programs (performance and feedback, compensation, leadership development, culture programs) with high quality and clear communication
Share and seek context regularly with HRBP and GBP peers globally, aligning on strategy, minimizing duplication, and clarifying who leads what across global, regional, and functional lines
Balance when to use existing global approaches with when to advocate for bespoke solutions, grounded in clear business rationale