Sr. Regional HR Manager

Job Description This team member must be located in the northeast region of the US. The Senior Human Resources Manager is a strategic business partner to the Regional Vice President and regional leadership team, translating business priorities into an integrated people strategy. The role shapes and executes the region’s talent agenda through workforce planning, organizational effectiveness, leadership capability, succession planning, talent acquisition, engagement, and change leadership. The position uses business and workforce insights to anticipate capability needs, strengthen leadership pipelines, improve organizational performance, and build an inclusive culture that attracts, develops, and retains high-performing talent. Employee relations, policy interpretation, and compliance remain important accountabilities, but are managed within a broader strategic HR portfolio and with an emphasis on prevention, leader capability, appropriate escalation, and sustainable solutions. Role Scope The Senior Human Resources Manager partners with the Regional Vice President and senior field leaders to influence business and people decisions across the region. The role operates as a trusted advisor, challenges assumptions constructively, connects enterprise HR capabilities to field priorities, and balances near-term execution with longer-term workforce and organizational needs. Essential Duties and Responsibilities Strategic HR Partnership and Business Acumen • Build and execute a multi-year people strategy aligned to regional business objectives, operating priorities, customer needs, and enterprise HR direction. • Use business, financial, workforce, and talent data to identify risks, root causes, and opportunities; translate insights into clear priorities, measures, and action plans. • Advise the Regional Vice President and leadership team on organizational capability, leadership effectiveness, workforce investments, and the people implications of business decisions. • Facilitate disciplined operating rhythms for talent, organization, culture, and workforce priorities, with clear ownership and follow-through. Talent Planning and Succession • Lead the region’s talent planning and calibration process, ensuring consistent, fact-based assessment of performance, potential, readiness, mobility, retention risk, and development needs. • Identify critical roles and capabilities, evaluate bench strength, and maintain actionable succession plans that include, ready-now and ready-soon successors, and longer-term pipeline options. • Partner with leaders to create differentiated development, exposure, retention, and movement plans for key talent while reinforcing that every team member receives meaningful coaching and development. • Integrate succession insights with workforce planning, organizational design, talent acquisition, and leadership development decisions. • Monitor succession depth, internal movement, readiness progress, talent risk, and development-plan execution; address gaps with leaders and HR partners. Workforce Planning and Organizational Effectiveness • Lead strategic workforce planning to assess current and future headcount, skills, leadership capacity, location needs, and organizational capability against the business plan. • Anticipate the talent and change implications of growth, new initiatives, and competitive intrusion; develop practical transition and capability plans. • Lead change management strategies that build awareness, understanding, commitment, adoption, and sustained accountability. Talent Acquisition •  Partner with Talent Acquisition and field leaders to define success profiles, sourcing strategies, selection approaches, diverse pipelines, hiring priorities, and service expectations. • Improve quality, speed, and sustainability of hiring by strengthening workforce forecasting, leader readiness, interview discipline, candidate experience, and onboarding effectiveness. • Use recruiting and hiring data to identify constraints, test solutions, and redirect resources toward the highest-priority markets and roles. • Build external talent networks and internal pipelines for recurring, hard-to-fill, and leadership roles. Leadership Development, Performance, and Capability Building • Assess leadership and organizational capability needs and partner with Organizational Development, Learning, and business leaders to implement targeted solutions. • Coach leaders on objective setting, performance differentiation, feedback, accountability, development planning, and career conversations. • Build leader capability to coach and grow talent, make high-quality talent decisions, lead inclusively, and manage change. • Identify systemic performance or capability gaps and sponsor interventions that strengthen execution and create measurable business impact. Culture, Engagement, Inclusion, and Retention • Shape a culture aligned with company values, leadership behaviors, ethics, customer focus, and accountability. • Analyze engagement, retention, recognition, mobility, and workforce trends; partner with leaders on focused actions that address root causes and improve the team member experience. •  Guide recognition and retention strategies that reinforce performance, leadership behaviors, and business priorities. Employee Relations, Risk, and Compliance • Provide strategic oversight and consultation on complex or high-risk employee relations matters, applying sound judgment, consistency, confidentiality, and timely escalation. • Coach leaders to address performance, conduct, attendance, and workplace concerns early and effectively; identify recurring themes and implement preventive solutions. • Partner with Employee Relations, Legal, Compliance, and other subject-matter experts on investigations, corrective action, accommodations, policy interpretation, and employment-law requirements. • Ensure compliant and consistent execution of company policies, programs, and required p