VP of People and Culture

Roberts Resorts•Scottsdale, AZ

8d•Onsite

About The Position

The VP of People & Culture will serve as a strategic partner to the business, building the people strategy and systems that drive stronger teams and better performance. This leader will own how we attract, develop, reward, retain, and hold great people accountable as the company grows. Roberts Resorts & Communities is operating nationally and rapidly expanding, with a mission to build community and fulfill dreams. Guided by core values—resourcefulness, integrity, passion, and epic customer service—we serve over 30,000 families across the country. We are committed to creating meaningful impact, delivering exceptional experiences, and building vibrant communities. If you’re energized by growth, driven by values, and passionate about service, join us in shaping the future of our organization.

Requirements

Business and operational thinking - You think like an operator and understand how people decisions affect business performance.
Self-accountability and proactivity - You are highly self-accountable, proactive, and comfortable building systems without creating unnecessary bureaucracy.
Confidence and candor - You have the confidence to challenge decisions, defend your point of view with facts, and give and receive candid feedback.
Data-driven decision making - You use data to drive decisions and know when to coach, challenge, or make a change.
Strategy and execution - You can move between strategy and execution and are willing to spend time in the field, not only behind a desk.
You have built a People function and operated in an entrepreneurial, fast-moving company where priorities evolve.
You have owned talent acquisition, compensation, performance, and learning and development at meaningful scale.

Nice To Haves

Experience in multi-site operations, hospitality, housing, retail, or another field-based service business is strongly preferred.

Responsibilities

Build a proactive recruiting engine that consistently finds and closes strong people. Own sourcing, referrals, internal promotions, employer brand, candidate experience, structured interviews, reference checks, recruiting service levels, and quality of hire.
Own the employee lifecycle from onboarding through development, performance, retention, succession, and separation.
Build simple, scalable systems that help leaders set clear expectations, coach performance, develop talent, and make better people decisions.
Own our compensation philosophy, market benchmarking, salary bands, job evaluation, offer strategy, annual planning, and pay governance. Compensation should be competitive, internally equitable, understandable, and aligned with the talent we are trying to attract and retain.
Build leaders who create more leaders. Own leadership development, Trainual, talent reviews, succession planning, performance development, and learning tied directly to business priorities and future growth.
Lead, coach, and develop the HR team while raising the capability of the function.
Build reporting that shows what is actually happening across recruiting, retention, engagement, internal mobility, compensation, leadership effectiveness, and other leading indicators.
Serve as a thought partner to the CEO, COO, and operating leaders on the people decisions that matter. This role sits close to the business and is expected to challenge, advise, and help leaders make better decisions.
Build a predictable talent engine. Critical roles are filled within clear service-level targets, referrals and internal promotions become stronger sources of talent, and quality-of-hire and 90-day retention improve.
Raise the quality of leadership and strengthen retention. People leaders operate within a clear leadership and performance-management system. Onboarding, quarterly conversations, development, accountability, and succession planning become consistent across the company.
Build a scalable People operating system. Compensation, talent reviews, succession planning, people analytics, learning and development, recruiting, and performance management operate as connected systems rather than separate HR programs.