Senior People Strategy Partner

SecurityScorecard•New York, NY

1d•$160,000 - $210,000

About The Position

We are seeking a People Strategy Partner (PSP), sometimes known as an HR Business Partner (HRBP), to serve as a strategic, embedded partner to the business units they support. This isn't a traditional, compliance-first HR role, it's a seat at the table for someone who can move fluidly between people data, business strategy, and the day-to-day realities of the teams they serve. You'll do more with data, work predictively rather than just proactively, and assess risk with an HR-first, business-second mindset rather than defaulting to traditional, compliance-focused risk assessments. You'll also treat AI as a core tool of the role, using it to work faster and smarter yourself, and partnering with business leaders to rethink how work gets done on their teams. This role is intentionally defined differently than the traditional HR model. Our PSPs are expected to shift from tactical approaches to doing more with data, from proactive to predictive (anticipating what's next, not just responding quickly), and from traditional, compliance-focused risk assessments to an HR-first, business-second mindset. This is reflected throughout the responsibilities below, and it's what we screen for in the interview process.

Requirements

6+ years of progressive HR or people strategy experience, ideally in a business-partner or generalist capacity.
A track record of using data to influence business decisions, not just report on them.
Strong business acumen, comfort operating as a consultant to leadership, not just an HR administrator.
Excellent communication and storytelling skills, able to translate data and HR concepts into business language.
Demonstrated coaching experience across levels, from individual contributors to executives.
Sound judgment under ambiguity, and the confidence to hold an independent perspective even when it's the harder conversation.
Hands-on fluency with AI tools, and a track record of using them to redesign, not just speed up, how work gets done, both in your own role and with the teams you support.

Nice To Haves

Forward-facing. You align business objectives with employees and management across the company, serving as a consultant to leaders on people-related topics and acting as an employee champion and change agent.
A strategic advisor. You build an intimate understanding of business problems and the factors driving them, ask great questions, think holistically, and stay curious about what's really going on.
A data-driven problem solver. You use people data to solve strategic problems, read historical trends to get ahead of future ones, and are always looking to improve the employee experience.
An influential storyteller. You manage complex, cross-functional relationships and communicate clearly to build trust across internal and external networks.
A trusted coach. You coach and mentor across the org, from executives to new hires planning their career path, and are comfortable navigating difficult conversations and complex relationships.
An independent voice. You balance the needs of the business unit with the needs of the broader org and HR function, hold an independent perspective, and proactively shape the direction of the teams you support.

Responsibilities

Partner strategically with the business. Serve as a trusted, forward-facing consultant to business leaders on people strategy, organizational design, and workforce planning, building an intimate understanding of the goals, challenges, and factors driving the business units you support.
Shape direction proactively. Identify and lead key strategic initiatives for your client groups rather than just responding to requests.
Solve problems with data. Use people data and historical trends to anticipate issues before they surface, and bring data-driven recommendations to problems typically approached qualitatively, such as turnover, engagement, performance, and organizational health.
Improve the employee experience. Continuously look for ways to improve the employee experience based on what the data shows.
Use AI to move faster and think bigger. Use AI tools in your own workflow (drafting, synthesizing people data, prepping for difficult conversations) so more time goes toward judgment and relationships, not administration. Partner with the leaders you support to identify where AI can redesign how their teams work, not just automate existing tasks, and help leaders and employees build the fluency and confidence to adopt new ways of working as AI changes the shape of jobs across the business.
Coach and build relationships. Coach and mentor leaders and employees at every level, from executive coaching to helping new hires think through their career path, and build and manage complex cross-functional relationships, communicating clearly enough to influence outcomes you don't directly control.
Navigate hard conversations. Navigate difficult, high-stakes conversations with confidence, care, and discretion.
Hold independent, business-first judgment. Balance what's right for the business unit with what's right for the broader organization and for HR, reframing risk conversations around business impact first rather than defaulting to a compliance-only lens, and acting as an employee champion and change agent as the organization evolves.