Senior People Business Partner

DigitalOcean•Seattle, WA

9h•$95,200 - $119,000•Hybrid

About The Position

As a Senior People Business Partner, you will be the trusted people advisor to a business leader and their leadership team within the CPTO organization. You'll combine business judgment with deep people expertise to help leaders build high-performing teams, navigate change, and develop talent. You'll have the credibility to challenge and coach senior leaders, and the flexibility to roll up your sleeves when a team needs hands-on support.

Requirements

7+ years of progressive HR experience, with at least 4 years as an HRBP or similar strategic partner role, ideally in a high-growth technology or cloud/SaaS company
Experience supporting engineering and/or product organizations
Strong track record of coaching senior leaders and influencing without authority
Hands-on employee relations experience, including conducting investigations
Experience leading organizational design and change, including restructures and reorganizations
Working knowledge of employment law
Experience consulting on compensation decisions and familiarity with compensation practices
Data fluency: comfort using HRIS and analytics tools to tell a compelling story and drive decisions
Excellent communication, judgment, and discretion
Bachelor's degree or equivalent experience

Nice To Haves

HR certification (SPHR, SHRM-SCP)
Experience in a public company or a company scaling through significant growth
Experience partnering with distributed or global teams
Familiarity with Workday or a comparable HRIS, and performance and compensation tool

Responsibilities

Act as a trusted advisor to the business leader and their direct reports
Translate business plans into workforce plans, and challenge assumptions about headcount and structure
Proactively bring data and employee insights into leadership discussions to shape decisions
Advise on restructures, team design, spans and layers, and role clarity
Lead the people side of change: planning, consultation, and communications
Help managers carry their teams through disruption
Own the talent strategy for your unit, including workforce planning and hiring priorities
Identify high performers and future leaders, and partner with leaders to develop succession plans
Ensure critical roles are not single points of failure
Support performance cycles and calibrate ratings for fairness and consistency
Advise on promotions and compensation decisions
Coach managers on addressing underperformance
Guide managers through complex cases, including grievances, disciplinary matters, investigations, absence, and exits
Balance legal compliance, fairness to the individual, and risk to the organization
Escalate to counsel when needed
Read the temperature of your teams through attrition patterns, exit interviews, and informal conversations
Implement a holistic talent plan, working with leaders on targeted interventions to strengthen engagement and retain and grow key talent
Partner with leaders to define and implement a culture of excellence
Data-forward consultation: lead with data wherever possible when making recommendations, assessing progress, and making decisions
Use metrics such as attrition, time to hire, engagement scores, promotion rates, pay equity, and span of control to spot problems early
Turn data into a clear case for action