People Services Manager

Valley Vital Care | Corporate-Based with Field Travel | Full-Time, Salaried, Exempt POSITION OVERVIEW The People Services Manager owns the employee experience and people-partner function for Valley Vital Care across all teams and locations. This role is the field-facing partner to operating managers, accountable for engagement, onboarding and the first-90-days experience, manager enablement, performance and development cycles, retention, employee relations support, and the people side of integrating new and acquired teams. This is a hands‑on, corporate-based role with regular travel to the field, built for an experienced people partner who thrives in a people‑first, growth-oriented organization. The People Services Manager is measured on the people outcomes that signal a healthy, growing organization: engagement, onboarding success, retention of valued employees, manager capability, and the smooth people integration of new teams. Operating managers retain ownership of leading their own people day to day. The People Services Manager is the single named accountable person for whether the experience the organization promises is the experience its people actually have. Reports to the Head of Human Resources, with a skip-level relationship to the Chief Operating Officer. Coordinates with operating and clinical site leaders, Talent Acquisition, Total Rewards and Payroll, and Compliance. KEY RESPONSIBILITIES Detect emerging cultural risks from weak signals across teams and sites before they surface as turnover, escalations, or a failed audit Identify manager capability gaps and direct coaching and enablement to where it will most improve team health Surface retention risks before resignation, using listening, stay conversations, and pattern data to act while there is still time to act Assess how well acquired and newly joined teams are assimilating, and flag where cultural integration is stalling Identify workforce sentiment trends and translate them into a clear, current read on the health of the organization Provide executive‑level people insight: bring the Head of HR and the COO a synthesized, decision‑ready view of what the workforce needs next Engagement and Employee Experience Own the engagement operating rhythm: regular pulse checks, the annual engagement survey, and the action loop that turns survey results into visible change Own the first‑90‑days experience for every new hire and every employee from a newly joined team: structured onboarding, early check‑ins, and a clear sense of belonging from day one Run a recurring field presence so the experience is managed where it happens, not inferred from corporate dashboards Translate the people‑first value into concrete, observable practices managers and employees can feel Manager Capability and Talent Coach and enable operating managers on the people fundamentals: feedback, recognition, difficult conversations, and team health Own the cadence of the performance and development cycles end to end: goal setting, check‑ins, reviews, and follow‑through on growth plans Build internal mobility and growth paths so high‑potential employees can see a future in the organization and act on it Partner with managers to identify and develop bench strength before a departure forces the question Retention and People Integration Own retention as a managed outcome: stay conversations, early‑warning signals, and targeted action for valued and at‑risk employees Own the people workstream of every new or acquired team: communication, key‑talent retention, onboarding to the culture, and a credible plan to bridge difference Coordinate the people side of a new team’s first day so pay, systems access, communication, and a welcome are all live and coherent on the join date Maintain the single view of retention and integration status across the organization, and own the explanation when retention trails plan Employee Relations, Compliance and Trust Own the intake, triage, and resolution of employee relations matters in partnership with central HR and managers, with clean, contemporaneous documentation Operate as a trusted, confidential, even‑handed partner to both employees and managers, protecting fairness and the organization at the same time Own the field readiness of people practices: required training completion, policy adherence, and audit‑ready documentation as a standing responsibility Surface people risk early and drive it to resolution rather than logging concerns and watching them age People Practices and Continuous Improvement Own the people playbook as a living asset: onboarding standards, engagement‑action templates, manager‑enablement tools, and an integration checklist that improves with every cycle Run a structured review after each new‑team integration and each survey cycle; document what worked, retire what did not, and feed the lessons back into the playbook Standardize the experience so a new manager or a newly joined team meets the same quality of people support from day one STRATEGIC DELIVERABLES 90‑Day People and Culture Assessment: Within the first 90 days, deliver a written assessment of the people landscape and current‑state experience to the Head of HR, with a copy to the COO. It covers the state of engagement and retention, the maturity of current people practices, the top three friction points in the experience, and a proposed 12‑month plan with quarterly milestones People Playbook: Maintained as a living asset, reviewed quarterly with the Head of HR, and updated against every survey cycle and every completed integration REQUIRED QUALIFICATIONS Bachelor’s degree required; relevant certification (SHRM‑CP/SCP or PHR/SPHR) preferred 5+ years of progressive people‑partner, employee relations, or people‑operations experience, including at least 2 years supporting multiple teams or locations Demonstrated experience in a growth‑oriented or multi‑team environment with regular field engagement Direct employee relations experience and sound judgment handling sensitive matters with confidentiality and fairness Track record of improving engagement, retention, or manager capability with evidence, not just activity Comfort with people data: engagement scores, turnover, and onboarding and retention metrics PREFERRED QUALIFICATIONS Healthcare, multi‑site, or specialty pharmacy experience Experience integrating the people side of acquired teams Experience standing up an engagement or people‑partner function from scratch WORKING CONDITIONS Corporate‑based with regular travel to sites as needed Travel concentrated around new‑team onboarding, engagement work, and site support #J-18808-Ljbffr