Director, HR Business Partner

Director, HR Business Partner

The Director, HR Business Partner leads the people agenda for Humana Military by aligning talent strategy with business strategy and converting business priorities into organization, leadership, workforce, and culture outcomes. The role supports both the successful execution of the current TRICARE business and readiness for future growth, including VACCN and other strategic opportunities. The Director serves as a trusted accountability partner to senior leaders, helping shape business decisions and ensuring Humana Military has the capabilities, talent, leadership, organization, and culture required to deliver current contract commitments and long-term growth. The Director represents the voice of the business across HR, orchestrates integrated support from HR Centers of Excellence, and maintains a disciplined focus on measurable business and workforce outcomes rather than transactional HR delivery.

Primary Responsibilities and Accountabilities

1. Align Talent Strategy with Business Strategy

Own the end-to-end talent strategy for the aligned Humana Military business and connect talent decisions directly to business, contract, operational, and growth priorities.

· Translate TRICARE performance priorities, VACCN readiness, and other strategic opportunities into skills, workforce, leadership, and capability requirements.

· Define build, buy, borrow, and partner approaches for critical capabilities, including internal mobility, external hiring, targeted development, and enterprise talent movement.

· Lead talent reviews, succession planning, performance and potential discussions, critical-role coverage, high-performer retention, early-career strategy, and targeted development actions with a clear accountability cadence.

· Identify critical workforce and skill gaps early, including emerging capability needs, and convert those insights into actionable workforce and talent plans.

· Use business and workforce measures such as productivity, cost of turnover, time to productivity, talent movement, engagement, and workforce investment to frame choices and assess impact.

2. Drive Exceptional Organizational Effectiveness

Design and strengthen the organization required to execute strategy, sustain current performance, and scale for future demand.

· Lead organizational design, operating-model evolution, spans and layers analysis, role clarity, decision rights, governance, and proactive organizational hygiene.

· Diagnose organizational health and implement targeted interventions that improve accountability, decision speed, team effectiveness, quality, and execution.

· Design holistic workforce plans that connect work, skills, capacity, talent, structure, and labor investment.

· Help leaders balance operational continuity, cost effectiveness, customer outcomes, compliance, and future scalability.

· Clarify responsibilities and handoffs across TRICARE, VACCN, shared capabilities, and enterprise partners when work is interdependent.

3. Strengthen Leadership Capability

Serve as a trusted accountability partner who strengthens executive judgment, leadership behavior, succession depth, and team effectiveness.

· Advise and coach senior leaders on business decisions, organization choices, leadership behavior, talent actions, and change execution.

· Improve the quality, candor, and frequency of feedback and reinforce accountability for leadership and talent commitments.

· Identify high-potential talent early and accelerate succession pipelines for roles critical to current operations and future growth.

· Assess leadership capacity against business demands and ensure leadership capability develops ahead of workforce expansion.

· Support leadership-team effectiveness, critical transitions, and onboarding of senior leaders.

4. Shape Culture and Organizational Health

Shape the culture required to deliver strategy while protecting workforce health during operational pressure, transformation, and growth.

· Assess culture and organizational health, identify emerging risks, and anticipate morale, engagement, retention, and succession vulnerabilities.

· Influence culture-shaping decisions and help leaders reposition leadership practices and ways of working as strategy evolves.

· Protect associate experience and workforce stability during disruption without slowing necessary change.

· Reinforce Humana values, accountability, collaboration, and a sustained focus on those served by the Military business.

· Connect culture and experience insights to performance, customer, quality, and business outcomes.

5. Business and HR Integrator

Act as the accountable partner and face of HR for the aligned business while ensuring coordinated support from HR Centers of Excellence.

· Represent the voice of the business across HR and maintain a clear feedback loop between business leaders and HR partners.

· Orchestrate Talent Acquisition, Talent, Compensation, Learning, Employee Relations, Organizational Effectiveness, People Insights, and other HR capabilities into integrated solutions.

· Use data to drive strategic discussion, test assumptions, frame options, and measure impact rather than simply report activity.

· Direct routine work to the appropriate channels and keep the HRBP role focused on high-value business, talent, organization, leadership, and culture outcomes.

· Identify systemic gaps and influence enterprise HR practices when Military business needs require broader solutions.

Humana Military Business Context

TRICARE Business Performance and Operational Excellence

Ensure workforce, leadership, organization, and culture strategies sustain reliable execution of the current business, including service, regulatory, customer, quality, and government contract commitments.

Workforce and Leadership Health

Strengthen retention, engagement, succession readiness, leadership effectiveness, and organizational health to protect business continuity and long-term capability.

Transformation and Continuous Improvement

Enable operating-model changes, organizational redesign, new ways of working, and cross-functional improvements without compromising current performance.

VACCN and Strategic Growth Readiness

Build leadership capacity, talent pipelines, hiring sequencing, onboarding readiness, organizational capability, and workforce plans required for responsible growth and successful execution.

Enterprise Integration

Connect Humana Military priorities with enterprise capabilities and partners while ensuring solutions reflect the distinct requirements of government programs and the Military business.

Measures of Success

· Talent strategy is explicitly connected to TRICARE performance, VACCN readiness, and Humana Military growth priorities.

· Critical capabilities, leadership needs, workforce risks, and succession vulnerabilities are identified early and addressed through clear actions and accountability.

· Organizational design and operating-model decisions improve clarity, accountability, speed, effectiveness, scalability, and labor investment.

· Leadership capability and succession depth improve ahead of business demand and workforce expansion.

· Culture, engagement, retention, and organizational-health risks are anticipated and managed through periods of change and operational pressure.

· Business leaders receive integrated, evidence-based recommendations that improve decision quality and execution confidence.

· HR solutions are coordinated across expert teams, routine work is handled through the appropriate channels, and the HRBP remains focused on strategic outcomes.

· Current business performance is sustained while the organization builds readiness for future growth.

Use Your Skills to Make an Impact

· 8 or more years of progressive HR, talent, organizational effectiveness, or related technical experience.

· 5 or more years of management experience or leadership of complex business initiatives.

· Demonstrated experience advising senior leaders and integrating talent strategy, workforce planning, organizational design, leadership development, culture, and change in a complex, matrixed organization

· Ability to connect business, financial, operational, customer, and workforce considerations and translate them into clear choices and actions.

· Passion for contributing to an organization focused on continuously improving consumer experiences.

Preferred Qualifications

· Experience supporting large-scale operations, growth, transformation, healthcare, government programs, or highly regulated environments.

· Strong analytical capability and experience using business and workforce data to diagnose issues, test assumptions, and measure outcomes.

· Demonstrated ability to influence across business and HR boundaries without relying on formal authority.

Role Boundaries

The Director is accountable for strategic diagnosis, integration, leadership counsel, and outcomes. The role does not serve as the default owner for routine administrative or transactional work that belongs in established leader, shared-service, Employee Relations, reporting, policy, training-administration, or other delivery channels.

Work at Home Requirements: To ensure Home or Hybrid Home/Office employees' ability to work effectively, the self-provided internet service of Home or Hybrid Home/Office employees must meet the following criteria: At minimum, a download speed of 25 Mbps and an upload speed of 10 Mbps is required; wireless, wired cable or DSL connection is suggested. In certain roles, the minimum recommended internet speed required by Humana may not be sufficient for business needs. Humana reserves the right to require associates to upgrade their internet service if necessary. Work from a dedicated space lacking ongoing interruptions to protect member PHI / HIPAA information.Travel: While this