Senior Vice President of Human Resources

• Partner with President, Amanda Cornelson, and broader Weisiger Group Senior Leadership Team (SLT) to align talent with business objectives and drive results.
• Lead workforce planning and organizational design to support growth with a focus on operational excellence for talent acquisition & talent development.
• Guide change management and transformation efforts with confidence and resilience.
• Serve as a key culture carrier and trusted advisor to business leaders.
• Hold HR team accountable with transparent goals and KPIs that measure business outcomes for daily management.
• Manage functional operational expenses to find opportunities to invest and divest, allocating scarce resources among competing needs to achieve business results.
• Joint accountability with the divisional presidents to mentor and provide thought leadership to the embedded HRBP team, providing feedback on HRBP performance and effectiveness.

• Develop a best-in-class talent acquisition process and team to deliver a high-quality candidate pipeline and selection process, with an engaging hiring manager and candidate experience.
• Reset recruiting strategy, ensuring recruiters are trusted talent acquisition partners with divisional hiring managers, and have a deep understanding of the divisions' talent needs, workforce plan and success profiles.
• Measure and increase recruiter productivity, driving recruiter specialization, yielding stronger pipelines, sourcing and performance.
• Tune Employee Value Proposition (EVP) such that the firm attracts a disproportionate share of high-performing talent.
• Develop segmented outreach, social media, and educational partnership programs that fill the funnel, improving sourcing and referrals of high-quality candidates.
• Recommend and implement talent assessment tools that support hiring managers in selection decisions.
• Track: Time to fill, Cost per hire, business impact of vacancy, 90-day turnover, # of technicians hired vs. target, Quality of Hire.

• Conduct a programmatic approach to understand and resolve skill gaps for growth, both now and for the future. Clarify assessment approach, utilizing IO psychology principles to ensure employee growth and feedback.
• Own leadership development and succession planning, enhancing our leadership capability and ensuring bench strength across key roles.
• Launch internal mobility and career pathing initiatives.
• Ensure all high-potential employees have development plans that are actively progressing, leveraging top talent with critical roles to drive differentiated results.
• Track: % of HiPo's with development plans, % of roles filled internally, Successor usage for key roles.

• Build a high-performance, values-driven culture. Reset expectations around accountability and excellence.
• Transform disparate events in the employee lifecycle into a cohesive employee experience, one that reinforces the firm's reputation as an Employer of Choice in all markets.
• Clearly define and communicate the organization's Employee Value Proposition (EVP), ensuring it reflects the unique strengths and culture of the company. Establish effective feedback mechanisms to regularly assess how well the EVP aligns with and meets employee expectations.
• Design and lead employee engagement initiatives to sustain top-decile engagement results and pride in working in our organization.
• Collaborate across business units to revitalize the firm's employee recognition program, ensuring it is meaningful and aligned with company values. Analyze root causes of turnover to develop fulsome solutions that support retention.
• Track: Co-owns metrics with HRBPs. Employee engagement survey participation (%), Engagement index score, Voluntary and regrettable turnover (%), Retention of key roles (technicians, sales, people leaders).

• Create and oversee compensation, benefits, and total rewards strategy. Innovate to differentiate these programs.
• Lead goal setting interlock across the organization.
• Align performance management approach and systems to business goals, resetting the employee performance evaluation process and enhancing the linkage to pay-for-performance.
• Improve communication of rewards and pay-for-performance systems.
• Partner with CFO, Paul Costa, to optimize compensation plan designs and ensure incentives are driving desired business outcomes while aligning with market expectations.
• Design and deliver competitive and cost-effective benefits programs that attract and meet the needs of our employees.
• Serve as an active voice and fiduciary on the 401K committee, ensuring the program is performing in the top 25% percentile for benchmarks, as well as offering formal financial education and wellness to employees.
• Track: PBT per employee (productivity), % of compensation plans tied to measurable performance goals, Voice of Customer (VoC).

• Drive efficiency through scalable processes and HR systems, seeking opportunities for automation and employee self-service.
• Evaluate and improve HRIS usability and reporting capability. Partner with Business Technology leveraging AI to utilize agents and robotic process automation, as well as to identify trends and insights across employee population that can inform strategy, risks and opportunities.
• In partnership with General Counsel, Stacy Gray, ensure compliance with all employment-related regulations and legislation.
• Track: HR inquiry response time (2 business days), % of HR processes documented, daily updates to HR scorecard.

• Partner with Director of Communications, Meredith Cook, to build HR communications calendar to improve clarity and cadence in employee communications and message alignment and delivery.
• Track: Engagement rates with HR content on the HUB.

• Establish and cascade key HR performance metrics via 1-page scorecard, utilize daily to manage HR team performance and report out weekly to SLT and divisional leaders.
• Use deep data-driven insights to partner with operations and HRBPs to improve underperforming areas through talent levers.
• Align employee and shareholder interests through productivity and safety metrics.
• Track: Profit per employee, HR expense as a % of Sales, OSHA performance/safety improvements.

• 10+ years of progressive HR leadership, with 3+ years in an executive role, including tenure in HRBP, talent management and talent development roles.
• Experience in multi-division, enterprise-scale environments, with a focus on frontline team success. Experience across heavy equipment (construction, material handling, or similar industry) and sales and service-oriented businesses preferred.
• Proven ability to build and transform high-performing HR teams and infrastructure
• Proven operational discipline in delivering effective, scalable HR programs and solutions that drive business results.
• Strong business and financial acumen.
• Bachelor's degree required; Master's or HR certification preferred.

• Agile, curious, self-accountable, decisive, and responsive.
• Resilient to manage through change.
• Strategic, values-driven, and results-oriented.
• Strong communicator and relationship builder at all levels of the organization
• Strong advocate for frontline employees.
• Systems-thinker who leads with humility and integrity.
• Believes that people are the key to business success.

EEO/AA Employer. All qualified individuals - including minorities, females, veterans and individuals with disabilities - are encouraged to apply.