Director, HR Business Partner (Medicaid)

Become a part of our caring community   The Director, HR Business Partner leads the people agenda for Humana Healthy Horizons by aligning talent strategy with business strategy and converting business priorities into organizational, leadership, workforce, talent, and culture outcomes. The role is accountable for enabling performance across both the run the business and grow the business agendas. This includes ensuring the Medicaid organization has the workforce capacity, leadership depth, organizational capability, and talent strategies required to deliver current commitments, compete for new business, implement awarded business, and scale successfully. The Director serves as a trusted accountability partner to senior leaders, shapes business decisions through workforce and organizational insight, represents the voice of the business across HR, and orchestrates integrated support from HR Centers of Excellence. The role maintains disciplined ownership of assessment, strategy, execution, and measurable outcomes rather than defaulting to advisory or transactional HR delivery. Primary Responsibilities and Accountabilities 1. Business Strategy and Growth Own translation of business strategy into workforce, leadership, talent, culture, and organizational strategies that enable current business performance and future growth. Assess business priorities, growth opportunities, operating challenges, and organizational risks to determine the people and organizational actions required to achieve business objectives. Establish and execute integrated plans that support market performance, business expansion, procurement activity, awarded business, implementation, and long-term scalability. Ensure workforce and organizational implications are identified, tested, and addressed as strategic choices and growth opportunities are evaluated. 2. Bid, Procurement, and Implementation Leadership Own the HR workstream and people-related content required for Medicaid bid responses and procurement activity, ensuring commitments are credible, competitive, compliant, and executable. Assess proposed operating models, staffing assumptions, leadership requirements, labor strategies, workforce costs, implementation sequencing, and organizational risks associated with growth opportunities. Lead HR readiness and execution for awarded business, major program implementations, and market expansion, including organization design, leadership selection, workforce mobilization, talent acquisition integration, onboarding, culture, and change readiness. Establish governance, milestones, risk visibility, and accountability for the people and organizational components of implementation plans. Ensure bid commitments, implementation plans, and post-launch workforce strategies remain connected through execution and stabilization. 3. Workforce Strategy and Readiness Own strategic workforce planning, capability planning, workforce readiness, succession planning, and talent risk assessment for the aligned business. Assess current and future workforce requirements, identify capacity and capability gaps, and establish strategies that ensure the organization has the talent, skills, leadership capacity, and workforce scale required to execute. Determine appropriate build, buy, borrow, redeploy, and development strategies in response to business plans and talent risk. Drive disciplined workforce and talent review processes that improve decision quality, readiness, internal mobility, retention, and succession strength. Use workforce data and business insight to identify risk early, challenge assumptions, and direct action toward the highest-impact priorities. 4. Organizational Effectiveness and Design Own organizational assessment and diagnosis for the aligned business, identifying barriers to performance, growth, speed, accountability, and scalability. Lead organizational design and role definition work required to support business strategy, operating model evolution, implementation, and growth. Establish recommendations that improve decision rights, role clarity, spans and layers, governance, operating rhythms, collaboration, and team effectiveness. Drive execution of approved organizational changes and ensure intended outcomes are achieved and sustained. Ensure organizational structures, leadership roles, capabilities, and talent deployment remain aligned to business priorities. 5. Leadership and Talent Effectiveness Assess leadership capability and effectiveness across the organization, identifying strengths, gaps, succession risks, and development priorities. Own the talent strategy for the aligned business, including succession, critical-role readiness, high-potential identification, differentiated development, retention, and internal mobility. Provide direct executive coaching and counsel that strengthens leadership judgment, accountability, decision quality, and organizational impact. Hold leadership teams accountable for talent decisions, succession strength, development actions, performance differentiation, workforce health, and organization outcomes. Ensure leadership and talent pipelines are sufficient for current operations, implementation demands, and future growth. 6. Culture, Change, and Organizational Health Assess organizational health through workforce data, engagement results, talent patterns, leadership behavior, employee feedback, and business outcomes. Establish and execute actions that strengthen culture, inclusion, engagement, retention, accountability, and workforce performance. Own the people strategy for business-led change within the aligned organization, including impact assessment, leadership alignment, workforce transition, communication strategy, adoption, and stabilization. Ensure leaders create the conditions required for associates to understand priorities, make effective decisions, and execute through change. Translate organizational insights into measurable interventions