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People & Culture Operations Manager (HR)
Director of Human Resources in Scottsdale, Arizona at Envita Medical Centers LLC
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Job Description
- Establish Envita leadership expectations and practical development programs for executives, directors, managers, and emerging leaders.
- Coach leaders on communication, accountability, conflict, feedback, decision-making, employee experience, and change leadership.
- Assess leadership strengths and gaps and recommend individual or organizational development actions.
- Measure leadership-development participation, application, and organizational impact.
- Identify designated critical roles and facilitate internal succession and talent-review discussions.
- Define readiness criteria, assess internal capability, document risk, and create development plans for potential successors.
- Track succession coverage and readiness over time while avoiding entitlement or predetermined promotion decisions.
- Own career development, performance history, succession-development processes, and internal-mobility policy; Talent Acquisition owns talent discovery, role marketing, candidate assessment, and selection support for open roles.
- Conduct organizational learning-needs assessments and establish annual learning priorities and calendars.
- Oversee compliance, leadership, management, cultural, employee-development, and other role-relevant learning programs.
- Select appropriate learning methods, platforms, content, facilitators, and measurement approaches.
- Evaluate whether learning improves capability, performance, behavior, employee experience, patient service, or compliance.
- Develop and maintain compensation administration policies, decision rights, controls, documentation, and approval standards.
- Support job classification, salary administration, internal equity, promotions, market adjustments, merit changes, incentive eligibility, and exceptions.
- Partner with Finance and authorized executive leadership on compensation decisions and financial implications.
- Provide approved compensation ranges, internal-equity information, benefits, classification, and offer-administration requirements to Talent Acquisition without assuming ownership of external market strategy or candidate negotiation.
- Evaluate and manage benefits, retirement, leave, paid time off, recognition, wellness, insurance, incentive governance, and other employee programs as assigned.
- Assess competitiveness, employee value, utilization, cost, administration, communication, compliance, and consistency.
- Improve employee understanding of the total value of working at Envita.
- Recommend changes based on employee needs, organizational priorities, market information, utilization, cost, and sustainability.
- Maintain compliance with applicable employment laws and the clinical, pharmacy, licensure, privacy, documentation, and workplace requirements relevant to Envita’s operations.
- Oversee policy development, review, communication, acknowledgment, and consistent implementation.
- Ensure appropriate administration of leave, accommodations, wage-and-hour requirements, employee records, investigations, and employment decisions.
- Maintain audit readiness and protect confidential employee and organizational information.
- Ensure employee records and HRIS data are accurate, complete, secure, timely, and appropriately governed.
- Standardize HR workflows and improve efficiency without weakening controls or the employee experience.
- Own employee onboarding administration after Talent Acquisition transfers the accepted hire, including documentation, orientation, benefits, policy requirements, HRIS entry, and manager readiness.
- Evaluate HR technology, reporting, data, and workflow needs separate from recruiting systems and tools.
- Define service categories, response and resolution expectations, case priority, ownership, escalation, communication, and stakeholder responsibilities.
- Produce recurring executive dashboards and analyses covering HR-owned employee-lifecycle measures and organizational risk.
- Distinguish facts, trends, interpretations, risks, and recommendations in executive reporting.
- Use missed service levels, recurring issues, and data-quality concerns to drive process, capacity, training, or accountability improvements.
- Champion a professional, accountable, respectful, mission-driven, patient-centered, and people-centered culture.
- Establish meaningful employee feedback and engagement mechanisms and translate findings into action.
- Identify retention risks and recurring employee concerns; address underlying leadership, process, communication, development, or reward issues.
- Reinforce integrity, humility, gratitude, learning agility, respectful collaboration, confidentiality, and accountability.
- Lead, coach, develop, and work directly alongside the Human Resources team, holding the team accountable for service, accuracy, confidentiality, judgment, responsiveness, and follow-through.
- Clarify roles, standards, priorities, performance expectations, escalation responsibilities, and development plans while personally carrying a meaningful share of complex design, employee-relations, leadership, and implementation work.
- Evaluate team capacity and capability and recommend structure, role, process, or technology changes where needed. Directly oversee benefits and partner closely with Legal, Finance, IT, Operations, and other organizational resources as appropriate.
- Build a collaborative, solutions-oriented HR team capable of supporting Envita’s evolving complexity, but do not delay progress while waiting for additional headcount. The Director must be willing and able to personally create the initial programs, tools, standards, training, and operating routines.
The Director of Human Resources must be a strong partner to Talent Acquisition while respecting the separate ownership model established for Envita. Collaboration and data exchange are required, but HR does not oversee or approve Talent Acquisition strategy, methodology, technology, budgets, metrics, or operations.
Area | Decision Boundary |
Workforce intelligence and recruiting strategy | Talent Acquisition owns sourcing and recruiting strategy, labor-market and external workforce intelligence, search priorities, recruiter capacity, and recruiting budget recommendations. HR owns internal succession planning and employee readiness and may provide relevant retention, performance, and employee data. |
Role and success profile | Talent Acquisition and the hiring leader own PBH performance profiles, market calibration, sourcing strategy, interview design, evidence standards, and assessment methodology. HR provides classification, exempt-status, approved compensation, policy, accommodation, and compliance information. |
Sourcing and recruiting | Talent Acquisition exclusively owns sourcing, recruiting, executive and physician search, candidate pipelines, outreach, candidate management, and recruiting vendors. |
Recruiting technology | Talent Acquisition owns recruiting AI, ATS administration, sourcing platforms, recruiting workflow, vendor strategy, and recruiting technology ROI. HR owns HRIS employee records and HR technology needs after hire. |
Compensation and offers | HR owns approved pay structures, internal equity, compensation administration, benefits, classification, and offer-administration requirements. Talent Acquisition owns candidate-market intelligence, offer positioning, negotiation, closing, and acceptance-risk management. |
Onboarding handoff | Talent Acquisition owns pre-boarding communication and the accepted-candidate handoff. HR then owns employee onboarding administration, documentation, benefits, orientation, policy requirements, and HRIS employee entry. |
Quality of Hire | Talent Acquisition owns Quality-of-Hire definition, methodology, scorecards, analysis, executive reporting, source validation, and hiring-manager accountability. HR provides relevant posted performance, retention, engagement, corrective-action, and employment-status data. |
Internal mobility | HR owns career development, performance history, succession-development processes, employee relations, and internal-mobility policy. Talent Acquisition owns role marketing, talent discovery, candidate assessment, and selection support when employees apply for open roles. |
The ideal candidate will bring significant Human Resources leadership experience in healthcare, clinical services, or a similarly complex professional environment. Preference will be given to candidates who have supported oncology, cancer treatment, specialty or compounding pharmacy, telemedicine, interventional radiology, outpatient care, chronic-disease care, Lyme disease treatment, naturopathic medicine, integrative medicine, functional medicine, precision medicine, or multidisciplinary physician and provider practices.
The strongest candidate will understand the people and leadership demands of an organization that brings together conventional physicians, naturopathic physicians, pharmacists, nurses, interventional radiology professionals, clinical support teams, patient-facing employees, enrollment or service teams, and corporate functions. This leader must be comfortable working in an unconventional, entrepreneurial, and highly differentiated care environment while maintaining professional HR discipline and respect for clinical authority.
Experience in a primarily self-pay or out-of-pocket healthcare model is preferred but not required. Such experience is valuable because employee accountability, compassionate service, patient trust, confidentiality, communication, and the consistency of every interaction are especially important when patients and families are personally investing in complex care. The role should not be framed as requiring deep payer or reimbursement expertise; its primary focus is the employee lifecycle and organizational effectiveness.
Required Evidence of Capability- Led Human Resources in a complex, multi-entity, multi-site, or rapidly changing organization and built systems that improved consistency without creating unnecessary bureaucracy.
- Personally designed, developed, and rolled out multiple HR programs with limited resources, showing direct ownership of diagnosis, program architecture, written content, tools, leader training, implementation, adoption, measurement, and continuous improvement rather than only sponsoring or delegating the work.
- Personally led high-risk Employee Relations matters and workplace investigations end to end, worked directly with Legal counsel, produced defensible findings and recommendations, resolved matters within delegated authority, and involved senior executives only when a genuine executive decision or material enterprise risk required it.
- Built or materially improved a performance-management system and demonstrated measurable adoption, quality, and business or employee impact.
- Created leadership-development practices that changed manager behavior, accountability, employee experience, or team performance.
- Implemented succession planning, talent reviews, readiness assessments, or internal development processes with visible follow-through.
- Created learning and development programs tied to defined capability, compliance, performance, leadership, or patient-service needs.
- Improved compensation governance, internal equity, classification, pay-change controls, or exception management.
- Evaluated or redesigned total-rewards programs using employee value, market competitiveness, utilization, cost, communication, and organizational priorities.
- Established HR service standards, case management, operating processes, dashboards, or analytics that increased responsiveness and executive confidence.
- Led and developed an HR team through growth, transformation, elevated expectations, or significant organizational change.
- Influenced executives and leaders through evidence, sound judgment, direct communication, and practical solutions rather than relying solely on policy authority.
- Balanced employee dignity and fairness with organizational accountability, patient-centered culture, operational needs, financial stewardship, and risk management.
- Bachelor’s degree in Human Resources, Business Administration, Organizational Development, or a related field, or equivalent relevant experience.
- Eight to ten or more years of progressive Human Resources experience, including meaningful HR leadership responsibility.
- Demonstrated deep, hands-on expertise in Employee Relations, workplace investigations, direct partnership with employment counsel, corrective action, conflict resolution, performance management, employment compliance, executive counsel, and organizational problem solving.
- Experience building or improving scalable HR policies, processes, systems, governance, service delivery, and reporting.
- Working knowledge of compensation administration, internal equity, total rewards, learning and development, succession planning, and employee engagement.
- Strong executive communication, influence, conflict-resolution, change-leadership, and confidential decision-making skills.
- Demonstrated ability and genuine preference to operate strategically and hands-on in a fast-moving, entrepreneurial, multi-entity environment with a lean team and significant blank-slate program-building responsibility.
- HR leadership experience in healthcare, oncology, cancer clinics, specialty or compounding pharmacy, telemedicine, interventional radiology, outpatient care, chronic-disease care, Lyme disease treatment, or a comparable clinical environment.
- Exposure to naturopathic, integrative, functional, or precision-medicine practices and experience supporting multidisciplinary conventional and naturopathic providers.
- Experience supporting physicians, advanced practice providers, nurses, pharmacists, clinical support teams, patient-facing employees, and corporate functions.
- Experience in a primarily self-pay or out-of-pocket healthcare model where service quality, patient trust, employee accountability, and compassionate communication are critical.
- Experience supporting multiple entities, service lines, clinics, locations, or business units.
- Experience leading HR transformation, organizational development, service-level design, executive HR reporting, or HR technology and data improvements.
- SHRM-SCP, SPHR, SHRM-CP, PHR, or comparable professional certification.
Executive credibility | Communicates clearly, exercises sound judgment, remains composed under pressure, and earns the confidence of executives, leaders, employees, and professional partners. |
Courage and constructive challenge | Raises risk early, delivers difficult messages directly and respectfully, and challenges decisions when policy, fairness, culture, employee impact, or organizational risk requires it. |
Employee-relations judgment | Separates facts from assumptions, assesses credibility, investigates objectively, works directly with Legal counsel, makes defensible findings and recommendations, resolves matters within delegated authority, and escalates to senior executives only when genuinely required. |
Business and healthcare acumen | Understands how HR decisions affect operations, patient experience, productivity, cost, leadership capacity, retention, organizational risk, and the needs of clinical and nonclinical teams. |
Systems thinking | Connects performance, leadership, development, succession, rewards, engagement, employee relations, retention, service delivery, and data rather than treating them as isolated programs. |
Operational discipline | Creates clear processes, owners, documentation, timelines, service standards, dashboards, escalation paths, and follow-through. |
Builder-operator orientation | Moves fluidly from strategy to direct execution. Personally designs processes, writes policies and tools, facilitates sessions, trains leaders, leads rollouts, resolves implementation defects, measures adoption, and improves programs without waiting for a large specialist team. |
Change leadership | Introduces structure and accountability without creating unnecessary disruption, bureaucracy, or loss of entrepreneurial speed. |
Coaching and development | Builds manager and HR-team capability through practical expectations, feedback, tools, training, coaching, and accountability. |
Confidentiality and integrity | Protects sensitive information, avoids favoritism, handles difficult matters professionally, and maintains credibility across all levels of the organization. |
People-centered accountability | Treats employees with dignity and respect while maintaining clear performance, conduct, policy, and organizational standards. |
Learning agility | Rapidly understands Envita’s unique care model, entities, culture, leadership dynamics, and evolving organizational needs. |
Patient-centered perspective | Recognizes that leadership behavior, employee capability, and the employee experience directly affect compassionate, trustworthy, and consistent patient service. |
- Patient-first judgment: HR practices and leadership decisions must strengthen compassion, trust, service quality, safety, dignity, and the patient experience.
- Ownership and accountability: The leader addresses difficult matters, establishes clear ownership, makes defensible decisions, and follows through rather than hiding behind policy, committees, ambiguity, Legal counsel, or unnecessary executive escalation.
- Loyalty and integrity: Handles confidential employee, leadership, clinical, and organizational information with honesty, maturity, and discretion.
- Humility and gratitude: Learns Envita’s history, respects the people who built the organization, and listens before imposing change.
- Learning agility: Absorbs complex clinical and business information quickly and adapts without losing judgment or strategic focus.
- Respectful, mission-driven alignment: Operates professionally and respectfully within Envita’s mission-driven, values-based culture.
- Bias toward action: Moves matters toward resolution while maintaining appropriate Legal, clinical, financial, policy, and executive review; knows the difference between keeping executives informed and making them manage the case.
- Balanced advocacy: Supports employees and leaders fairly without becoming an advocate for one side at the expense of facts, standards, accountability, or organizational integrity.
- A healthcare or complex-services HR builder who has personally created and implemented programs while remaining accessible, practical, and deeply involved in day-to-day execution.
- A leader who can advise executives in the morning, coach a manager through a difficult employee matter midday, and review compensation, succession, or HR data in the afternoon.
- A builder who is energized by ambiguity, a lean team, multiple entities, changing priorities, and a substantial blank-slate opportunity to create Envita’s HR operating system.
- A leader comfortable supporting conventional and naturopathic providers, pharmacy, telemedicine, interventional radiology, patient-facing teams, and corporate functions without trying to impose a one-size-fits-all model.
- A person who can protect the organization, strengthen accountability, and still maintain empathy, dignity, and a people-centered approach.
- A leader who is equally comfortable drafting a policy, creating a manager toolkit, facilitating a leadership workshop, handling a sensitive investigation, building a dashboard, and presenting recommendations to executives.
- A leader who measures whether programs, policies, and training changed outcomes rather than equating activity with success.
- A calm, authoritative Employee Relations leader who can handle emotionally charged and high-risk matters, work directly with Legal, make difficult recommendations, and protect executive time without creating surprises.
- Transactional HR administrators who are strongest at processing requests but have limited evidence of executive influence, system design, leadership development, or organizational change.
- Leaders who describe themselves as strategic but cannot show that they personally designed the program, created the tools and content, trained the users, led the rollout, solved implementation problems, and measured the result.
- Policy-only leaders who default to rules and bureaucracy without understanding business context, employee experience, clinical operations, or practical implementation.
- Leaders who expect Talent Acquisition, sourcing, recruiting, PBH, recruiting technology, or Quality of Hire to report into HR despite Envita’s established separate operating model.
- Candidates whose experience is primarily directing large, heavily specialized HR organizations and who require extensive specialist support, consultants, or additional headcount before they can make progress.
- Leaders uncomfortable with Envita’s entrepreneurial, integrative, naturopathic, multidisciplinary, primarily self-pay, and mission-driven healthcare environment.
- Candidates who avoid difficult employee or executive conversations, delay decisions, or fail to document and follow through.
- Program-oriented leaders who can launch initiatives but cannot demonstrate adoption, measurable impact, sustained accountability, or continuous improvement.
- Leaders who routinely escalate difficult Employee Relations matters to senior executives, depend on executives to direct investigations, or use Legal counsel as a substitute for HR judgment and ownership.
Scorecard Area | Measures of Success |
Employee relations and risk | Case aging; investigation timeliness; documentation quality; defensibility; resolution effectiveness; repeat issues; Legal coordination; adherence to decision rights; matters resolved within delegated HR authority; appropriate executive escalation; absence of avoidable surprises; audit, litigation, or legal exposure. |
Performance management | Completion and timeliness; quality of expectations and feedback; improvement-plan follow-through; reduction in unresolved performance issues; recognition and development. |
Leadership development | Manager participation; demonstrated behavior change; leadership effectiveness; employee feedback; reduction in preventable escalation; executive confidence. |
Succession and readiness | Critical-role coverage; successor readiness; development-plan progress; leadership-risk visibility; internal advancement readiness. |
Learning and development | Required completion; participation; application; capability improvement; compliance impact; connection to defined performance or organizational needs. |
Compensation and total rewards | Governance compliance; exceptions; internal-equity findings; benefits utilization; employee understanding; cost and value analysis; timeliness and accuracy. |
Compliance and policy | Audit findings; policy completion; leave and accommodation administration; required training; documentation accuracy; corrective actions completed. |
HR service delivery | Response and resolution times; SLA adherence; employee and leader satisfaction; escalation volume; accuracy; ownership; follow-through. |
Culture, engagement, and retention | Employee feedback; retention patterns; leadership accountability; recurring concerns; engagement actions; evidence of organizational follow-through. |
HR team capability | Role clarity; service consistency; judgment; data accuracy; accountability; development progress; stakeholder confidence. |
Hands-on program build and implementation | Priority programs personally designed and launched; usable policies, tools, workflows, and training produced; implementation milestones met; manager adoption; issues resolved; measurable outcomes; progress made without dependence on a large team or excessive consulting support. |
HR reporting and insight | Dashboard timeliness; data reliability; trend identification; risk visibility; usefulness of recommendations; executive decision support. |
Evidence Area | What Strong Evidence Must Show |
Hands-on builder-operator capability | At least two examples in which the candidate personally diagnosed the need, designed the program, wrote or built the materials and tools, trained leaders, led rollout, corrected implementation problems, measured adoption and impact, and improved the program while working with a lean team. |
Integrated HR operating model | Evidence the candidate personally assessed, designed, implemented, and sustained a connected HR model rather than only administering inherited programs. |
Employee relations | At least two complex Employee Relations or workplace-investigation examples showing end-to-end personal ownership, objective fact-finding, credibility assessment, documentation, direct partnership with Legal counsel, risk judgment, defensible findings, difficult recommendations, resolution within delegated authority, appropriate executive escalation, and an outcome that did not require senior executives to become routine case managers. |
Performance management | A system improvement with measurable adoption and evidence that manager behavior, employee accountability, or organizational performance improved. |
Leadership development | A practical intervention that changed leadership capability or behavior and how the candidate measured the result. |
Succession planning | A process that made critical-role risk visible, improved readiness, and led to concrete development or placement decisions. |
Learning and development | A program tied to a defined capability or compliance need, with evidence of application and impact beyond attendance. |
Compensation governance | An example involving internal equity, classification, salary administration, incentive governance, or exceptions and the resulting controls or outcomes. |
Total rewards | An analysis or redesign that balanced employee value, competitiveness, utilization, communication, cost, and organizational priorities. |
HR service delivery and analytics | Evidence of establishing service levels, case management, dashboards, or reporting that changed executive decisions or improved stakeholder experience. |
Healthcare leadership | Evidence of supporting clinical and nonclinical employee populations in healthcare, oncology, pharmacy, telemedicine, outpatient care, chronic disease, integrative medicine, or a comparable complex environment. |
Executive influence | A situation in which a senior leader initially disagreed and the candidate influenced a better decision through evidence, judgment, and constructive challenge. |
HR team leadership | Evidence of elevating capability, accountability, structure, service, and confidence within an HR team during growth or change. |
FIRST-YEAR OUTCOME After 12 months, Envita should have a Human Resources function that is trusted by employees, respected by leaders, relied upon by executives, and capable of supporting organizational growth without losing consistency, accountability, legal discipline, compassionate service, or its people-centered culture. The Director should have established a mature Employee Relations function that independently manages sensitive matters and investigations in direct partnership with Legal, provides executive leadership no-surprise visibility into material risk, and protects them from unnecessary involvement in routine case management. The Director should also have personally built and operationalized the highest-priority HR programs with the lean existing team, proving that strategy has translated into usable tools, manager adoption, measurable results, and a scalable foundation for future growth. |
- A clear, scalable, and implemented HR operating model with defined governance, decision rights, service standards, reporting, and annual operating rhythms.
- Major HR programs have been personally built and put into operation by the Director and the lean HR team, with evidence of manager adoption, measurable impact, and continuous improvement rather than plans that remain conceptual or dependent on future staffing.
- A mature Employee Relations function in which complex matters and investigations are handled consistently, promptly, confidentially, and defensibly by the Director working directly with Legal; executive leadership receives no-surprise visibility into material risk but is not routinely pulled into case management.
- A meaningful performance-management system that strengthens expectations, feedback, accountability, development, and recognition.
- More capable and accountable managers with practical tools and stronger leadership behaviors.
- Visible succession risk, readiness, and development actions for designated critical roles.
- Learning and development tied to actual capability, compliance, performance, leadership, and patient-service needs.
- Disciplined compensation governance, stronger internal-equity visibility, and a prioritized total-rewards strategy.
- Reliable HR service-level performance and executive reporting that identifies trends, risks, and recommended actions.
- A stronger, clearer, more accountable HR team with improved stakeholder confidence.
- A productive partnership with Talent Acquisition that preserves TA ownership of sourcing and recruiting strategy, external workforce intelligence, PBH, recruiting technology, recruiting analytics, hiring-manager recruiting scorecards, source and technology ROI, and Quality of Hire, while HR owns internal succession planning and employee readiness.
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