HR Director

The HR Director serves as the senior Human Resources leader supporting a hospital, with locations in Broward and Palm Beach counties. This individual will function as a strategic advisor to hospital executive leadership while ensuring leaders have access to the full capabilities of Organization's HR organization. Success requires balancing enterprise consistency with the unique needs of one of the Organization's most visible and specialized hospitals. What Success Looks Like The successful candidate will: Build trusted relationships with hospital executives and physician leaders. Become an integral member of the hospital leadership team. Anticipate organizational challenges before they become HR issues. Translate business strategy into workforce strategy. Coach leaders through complex organizational and employee situations. Influence decisions through data, business acumen, and credibility. Leverage enterprise HR resources to deliver consistent, high-quality solutions. Help leaders navigate change while maintaining a strong employee experience. Balance operational urgency with long-term organizational capability. The Children's Hospital leadership team values: Transparency Accountability Relationship-based leadership The HR Director should be comfortable engaging executive leaders as a peer and consultant rather than functioning primarily as a policy expert or transactional problem solver. Candidate Profile The ideal candidate possesses: Executive Presence Able to establish immediate credibility with senior executives, physicians, and operational leaders. Confident enough to challenge thinking respectfully while maintaining trusted relationships. Strategic Business Acumen Demonstrates an understanding that HR decisions should support operational, financial, workforce, and patient care objectives. Able to connect workforce strategy to organizational performance. Has successfully led organizations through significant transformation. Comfortable operating in environments where expectations continue to evolve. Helps leaders embrace change rather than simply react to it. Organizational Consulting Thinks systemically. Looks beyond individual employee issues to identify broader organizational opportunities. Uses influence more often than authority. Relationship Builder Develops strong partnerships across: Hospital Operations Nursing Finance Quality HR Centers of Excellence Analytical Comfortable using workforce metrics and organizational data to guide recommendations and measure outcomes. Healthcare experience is strongly preferred, particularly within large, integrated health systems. However, the Organization recognizes that exceptional strategic HR leaders may come from other highly regulated, service-oriented, matrixed organizations with sophisticated HR functions. Candidates should demonstrate experience operating within environments characterized by: Complex stakeholder relationships 24/7 operations Professional workforces High accountability Significant regulatory oversight Healthcare knowledge can be learned. Strategic consulting capability, executive influence, and organizational leadership are more difficult to develop and will receive greater consideration during candidate evaluation. Cultural Fit The successful candidate is likely someone who: Is naturally curious. Builds credibility through listening before prescribing. Operates with humility while projecting confidence. Enjoys solving ambiguous organizational challenges. Thinks enterprise-first while advocating effectively for local leadership. Can move fluidly between strategic discussions and operational execution. Values collaboration over hierarchy. Is energized by helping leaders succeed. Search Priorities When evaluating candidates, please prioritize demonstrated evidence of: Executive partnership with senior operational leaders Strategic HR business partnership Organizational change leadership Workforce planning and organizational effectiveness Relationship-building ability Pediatric experience Who Will Not Be Successful in This Role: An HR leader who primarily identifies as a policy expert rather than a business advisor. Someone who waits to be brought problems instead of proactively identifying opportunities. A leader who relies on positional authority instead of influence and relationships. Someone uncomfortable with ambiguity or an evolving operating model. An individual who prefers to solve problems independently rather than leveraging enterprise Centers of Excellence and Shared Services. A candidate who struggles to balance local hospital priorities with enterprise consistency.