Director of Human Resources

ENVITA

DIRECTOR OF HUMAN RESOURCES

Build the HR Function Envita Needs for Its Next Stage of Growth

Full-Time | $150,000 | Scottsdale, Arizona | Monday-Friday Day Shift | No Nights, Weekends, or Major Holidays | Reports to Vice President

A net-new, high-impact role with a genuine blank canvas. You will personally build and implement the programs, standards, tools, leadership practices, and operating rhythms that create consistent HR execution across Envita's healthcare entities and verticals. This is an opportunity to leave a visible enterprise-wide legacy, not inherit and maintain a finished system.

Why This Role Matters

Envita is a growing, entrepreneurial healthcare enterprise spanning medical centers, specialty pharmacy, interventional radiology, telemedicine, Oncology Online, shared services, and future ventures. The organization now needs one scalable HR operating model that strengthens leadership, protects the enterprise, and creates a more consistent employee experience without adding unnecessary bureaucracy.

Employee Relations is the first priority. The Director will become Envita's senior internal owner of workplace issues and investigations, working directly with Legal and resolving matters within delegated authority so Brian, Craig, and other senior executives are involved only when a genuine executive decision or material enterprise risk requires it.

What Makes the Opportunity Distinctive

• Build from a blank canvas: create and operationalize performance management, succession planning, policies, HR service-level agreements, onboarding, learning and development, leadership development, Employee Relations infrastructure, and executive reporting.
• Create enterprise consistency: establish standards that work across distinct healthcare entities, employee populations, leaders, and operating models.
• Work with real authority and access: report to the Vice President, partner directly with Legal, advise senior leaders, and make decisions within clear governance and escalation standards.
• See your impact: move programs from concept to adoption, measure results, correct implementation issues, and build a scalable foundation for Envita's continued growth.
• Lead and build hands-on: work alongside a lean HR team while personally creating the initial architecture, content, tools, training, workflows, and operating cadence.

Role and Ownership

The Director will lead and work alongside the HR team, with direct responsibility for Employee Relations and benefits. Payroll is not included. Talent Acquisition remains a separate enterprise function. This role is designed for a hands-on builder-operator who can move from executive counsel and diagnosis into policy writing, program design, manager training, implementation, issue resolution, measurement, and continuous improvement.

Talent Acquisition partnership and ownership boundary. 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

Human Resources Ownership

Talent Acquisition Ownership

Employee lifecycle

Onboarding after accepted-hire handoff; performance; development; succession; rewards; engagement; retention; Employee Relations; compliance

Pre-boarding communication and accepted-hire handoff

Internal and external talent

Internal succession planning, readiness, career development, performance history, and internal-mobility policy

External workforce intelligence, sourcing, role marketing, candidate assessment, and selection support

Compensation and offers

Approved pay structures, internal equity, classification, benefits, and offer-administration requirements

Candidate-market intelligence, offer positioning, negotiation, closing, and acceptance-risk management

Systems and analytics

HRIS employee records, post-hire HR technology, and HR-owned employee-lifecycle reporting

ATS, recruiting technology, recruiting analytics, PBH, source and technology ROI, and Quality-of-Hire methodology/reporting

Performance-Based Objectives: First-Year KPOs

Success will be measured by implemented practices, leadership adoption, reliable data, and sustained outcomes - not plans alone.

KPO

Expected First-Year Outcome

Employee Relations and risk

Establish a mature, timely, confidential, and defensible ER and investigation function. Define decision rights and escalation criteria; personally lead complex matters with Legal; reduce routine executive case involvement while maintaining no-surprise visibility into material risk.

Performance management

Design and launch a practical system connecting expectations, feedback, coaching, reviews, recognition, improvement planning, corrective action, development, and measurable accountability.

Leadership
development

Define leadership expectations and implement practical development for executives, directors, managers, and emerging leaders. Improve communication, coaching, conflict resolution, decision-making, accountability, employee experience, and change leadership.

Succession planning

Identify designated critical roles, define readiness criteria, assess internal capability and risk, create development plans, and establish recurring talent reviews without creating entitlement to promotion.

Learning and development

Complete a needs assessment and establish learning priorities, calendars, delivery methods, and measures tied to compliance, leadership, performance, behavior, employee experience, patient service, and operational capability.

Policies and governance

Create, update, communicate, acknowledge, and consistently apply employment policies and governance standards across all entities; strengthen leave, accommodation, wage-and-hour, records, investigation, confidentiality, and audit practices.

HR service-level agreements

Define service categories, case ownership, priority, response and resolution expectations, escalation, communication, and stakeholder responsibilities. Use missed service levels and recurring issues to drive improvement.

Onboarding and integration

Own employee onboarding after TA's accepted-hire handoff, including documentation, orientation, benefits, policy requirements, HRIS entry, manager readiness, and early employee integration.

Compensation and total rewards

Strengthen salary administration, classification, internal equity, promotions, market and merit adjustments, incentive governance, benefits, leave, retirement, recognition, wellness, approvals, documentation, employee value, and cost sustainability.

HR operations, data, and reporting

Standardize HR workflows and data governance; establish accurate employee records, executive dashboards, trend analysis, risk visibility, recommendations, and an annual HR operating cadence.

Culture, engagement, and retention

Create meaningful feedback mechanisms, identify retention risks and recurring concerns, and address root causes involving leadership, process, communication, development, recognition, or rewards.

HR team capability

Clarify roles, standards, priorities, performance expectations, escalation responsibilities, and development plans; improve service, accuracy, judgment, confidentiality, responsiveness, and stakeholder confidence.

30/60/90-Day and First-Year Roadmap

Timing

Primary Focus

Evidence of Progress

First 30 days

Listen, diagnose, stabilize

Assume ownership of active ER matters; establish Legal coordination; meet leaders; assess risk, policies, performance, leadership capability, succession, learning, compensation, benefits, systems, reporting, and team capacity; create an initial risk register.

Days 31-60

Design the operating model

Present the diagnostic and prioritized roadmap; publish ER decision rights and executive-escalation criteria; clarify ownership boundaries; define SLAs, executive reporting, and the highest-priority policy, system, team, and leadership-development work.

Days 61-90

Launch highest priorities

Stabilize active ER matters; launch essential intake, case ownership, documentation, Legal coordination, and escalation standards; address urgent policy, benefits, compensation-control, and performance risks; begin targeted manager support and baseline reporting.

By 6 months

Implement and measure

Implement the broader ER framework, performance-management system, manager development, succession methodology, learning priorities, compensation governance, total-rewards improvements, SLAs, and executive dashboard; show measurable gains in adoption, responsiveness, quality, and confidence.

By 12 months

Scale and sustain

Demonstrate a connected employee-lifecycle system, consistent execution across entities, reduced organizational risk, stronger leadership accountability, reliable HR intelligence, effective service delivery, and an HR team ready to support continued growth.

Core Leadership Responsibilities

• Advise executives and department leaders on employee, leadership, culture, organization, performance, compensation, compliance, and change matters; respectfully challenge decisions when risk, fairness, policy, or employee impact requires it.
• Personally own complex Employee Relations matters from intake through resolution, including interviews, evidence review, credibility assessment, documentation, findings, corrective-action recommendations, communication, and follow-through.
• Build and consistently implement HR programs across Envita Medical Centers, Vertisis Custom Pharmacy, Envita Interventional Radiology, telemedicine programs, Oncology Online, shared services, and future verticals.
• Coach leaders to address issues early, apply policies consistently, strengthen performance, and retain appropriate accountability rather than transferring every people issue to HR.
• Lead the HR team and partner closely with Legal, Finance, IT, Operations, Talent Acquisition, and other enterprise resources while preserving clear ownership and decision rights.
• Translate strategy into written policies, usable tools, manager training, workflows, dashboards, adoption measures, and continuous improvement.

Required Evidence of Capability

• Progressive HR leadership experience in a complex, multi-entity, multi-site, or rapidly changing healthcare or professional environment.
• Direct, end-to-end ownership of complex Employee Relations matters and workplace investigations, including confident partnership with Legal and sound decisions within delegated authority.
• Personally designed and implemented multiple HR programs with limited resources, including the written content, tools, leader training, rollout, adoption, measurement, and improvement.
• Built or materially improved performance management and demonstrated measurable adoption, quality, and organizational impact.
• Created leadership-development and learning practices that changed manager behavior or organizational capability.
• Led succession planning, critical-role reviews, readiness assessment, and development planning.
• Established policies, HR service standards, onboarding practices, HR dashboards, and consistent execution across different business units or employee populations.
• Strong working knowledge of employment law, compliance, compensation administration, total rewards, HRIS data, confidentiality, and governance.
• Bachelor's degree in Human Resources, Business, Organizational Development, or a related field, or equivalent relevant experience. SHRM-SCP, SPHR, or comparable certification is preferred.

Leadership Profile

The strongest candidate will combine executive credibility with hands-on execution. They will be courageous, objective, discreet, patient-centered, and comfortable operating in an entrepreneurial, multidisciplinary healthcare setting. They will bring structure without bureaucracy, separate facts from assumptions, communicate difficult messages respectfully, and remain accountable until programs are adopted and problems are resolved.

Healthcare Context

Healthcare leadership experience is strongly preferred, particularly in oncology, specialty or compounding pharmacy, telemedicine, interventional radiology, outpatient care, chronic-disease care, integrative or functional medicine, precision medicine, or multidisciplinary provider practices. Experience in a primarily self-pay environment is valuable but not required. Deep payer or reimbursement expertise is not the focus; this role centers on the employee lifecycle, leadership effectiveness, and organizational performance.

Exceptional Success After One Year

Envita has a trusted, scalable HR function with clear governance, decision rights, service standards, executive reporting, and consistent execution across its verticals. Complex Employee Relations matters are handled promptly and defensibly by HR in direct partnership with Legal, while senior executives receive appropriate visibility without being routinely pulled into case management. Performance management, leadership and learning development, succession planning, policies, onboarding, compensation governance, total rewards, and SLAs are operational - with usable tools, manager adoption, reliable data, measurable results, and continuous im