Senior People Operations Business Partner

CareMessage

1d•$116,050 - $116,050

About The Position

At CareMessage, how we treat our own team shapes how our team shows up for the patients we serve. As our Senior People Operations Manager, your job is coaching managers to build teams that do their best work. From hiring, to developing, to coaching, to saying goodbye, you partner with managers and teammates to make sure the teammate journey is a successful one. You are also someone teammates can come to directly, maybe to understand how promotions work, what a benefit actually covers, or even how to raise something difficult. Our people management framework is intentionally designed to help managers manage better and teammates do better work. Part of this job is making that real rather than aspirational. Being trusted by managers and teammates at once is the skill this role turns on. We have built good things here: a career framework, a structured hiring process, a teammate journey with real intention behind it. What we need is someone who makes them work in practice, consistently, whether it is a manager's first calibration cycle or their tenth. That is not a small job and it is not an administrative one. Done well, it is the difference between a framework people believe in and a document nobody opens. You will report to our Director of People Operations and work across all departments.

Requirements

You have held HR business partner or People Ops responsibility at more than one organization, including employee relations casework.
You can run a program, not just a process. You have owned something with a timeline, dependencies on other people, and a date it had to land, a review cycle, an onboarding redesign, an open enrollment, and you landed it.
You coach rather than decide. You are comfortable walking a manager through a calibration or a difficult conversation so they can handle the next one themselves.
You handle sensitive information with discretion, every time, without exception.
You notice things early. A role scoped a level too high, a review that needs calibrating, a new hire whose first week is about to go badly you catch these before they become someone's problem.
You can hold the tension between what a team needs and what the organization needs without defaulting to either side.
You are committed to our mission, and you can explain why well-run people processes matter to the patients we serve.

Responsibilities

Help managers hire well: Review open roles before they're posted so the role, the level, and the budget align; raise with the hiring manager when something looks off. Keep our applicant tracking system working well so interviewers have what they need, candidates have a consistent and positive experience, and our process helps us choose the right candidate for the job. Watch for anything that makes the process slower or harder than it should be for candidates or managers – and fix it. Keep the handoffs moving between our recruiting partner, hiring managers, and the People team, so nothing sits.
Coach managers through performance and growth conversations: Partner with managers on performance conversations, calibration preparation, and applying the career framework to real people. Help managers prepare rather than deciding for them. The goal is a manager who can hold the conversation themselves next time. Keep career conversations happening across departments, and make sure teammates are driving those conversations, not just receiving them. Notice when the same problem shows up with several managers, and propose a fix rather than solving it one at a time.
Run the performance management process: Own the mechanics of the review cycle end to end: timeline, templates, manager communications, completion. Prepare calibration sessions so they run on evidence rather than recollection. Keep promotion and performance documentation accurate and defensible. Report on where the cycle is working and where it is not.
Own employee relations casework: Manage cases end to end with discretion and fairness, and close them promptly without cutting corners. Handle sensitive information carefully at every stage. Bring People Ops leadership in on anything that needs escalation, early rather than late.
Own the teammate lifecycle: Run onboarding for each new teammate through their first 90 days, coordinating with IT, hiring managers, and others so their first weeks feel deliberate rather than improvised, and they get to meaningful work faster. Run offboarding with the same care, so teammates leave feeling valued and with dignity, and the administrative side is clean. Support engagement programs, survey-related initiatives, cultural celebrations, wellness, volunteer days, helping people actually use their benefits. Keep lifecycle documentation current and audit-ready.

Benefits

Paid parental leave for biological and adopted children
18 paid company holidays, including a one week mid-year and one week end-of-year break
9 wellness days to be used for self-care- or anything that comes up in life
15 days of PTO
1-month (20 working days) paid sabbatical after the 4-year anniversary, and every 4 years thereafter
Generous medical, dental, and vision insurance for employees and their families
Health Savings Accounts and Flexible Spending Accounts
Short & long-term disability insurance
$100 per employee yearly wellness budget, with flexibility to spend on physical, emotional, and mental wellness resources
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