Human Resources Business Partner, Vice President
- Compensation
- Not disclosed
- Location
- Santa Monica, CA
- Work setup
- Not specified
- Seniority
- C level
- Employment
- Full time
- Experience
- 5+ years
- Category
- Hr
- Posted
Skills
Must have
- 8+ years of HR experience, including at least 5 years as a business partner advising senior leaders (director, managing director, business head or C-suite level).
- Strong business acumen: can explain how the client business makes money and what drives its results and connects people decisions to them.
- Hands-on experience leading organization design, spans-and-layers reviews and restructuring, from analysis through to implementation.
- Experience leading workforce and headcount planning in partnership with business and finance leaders.
- Has run leadership talent reviews and succession planning and turned them into concrete actions.
- Has led significant organizational change with measurable outcomes.
- Analytical and comfortable with people data: builds or interprets workforce analytics and uses them to make a case.
- Executive presence and the confidence to challenge managers and senior leaders, with sound judgment and absolute discretion.
- Bachelor's degree or equivalent experience.
Nice to have
- Experience in asset management, investment banking, private markets or other financial or professional services.
- Has supported both investment (front-office) and corporate (back-office) client groups.
- Experience with Workday HCM and people analytics tools.
- Exposure to integration, separations or setting up a new business or operating model.
- Coaching qualification or formal training in organization design.
- Ability for occasional travel
Full description
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Position Summary
Guggenheim Investments is looking for a Strategic Business Partner to be the senior people advisor to the leaders of an assigned client group. The Business Partnership function connects business strategy to people strategy: it advises leaders, shapes organizations, plans the workforce and makes sure talent decisions strengthen business performance. This role does that work for its client group, day to day.
You will sit with business leaders as a trusted advisor, not a service provider. You will understand how the business makes money, where it is heading and what that means for its people: the organization it needs, the capabilities it lacks, the leaders it must develop or replace, and the risks building in its teams. You will turn that understanding into clear people priorities, then drive them through to execution with the HR centers of expertise.
In a relationship-driven investment firm, the quality of your judgment, your discretion and your willingness to tell senior leaders what they need to hear matter as much as your technical HR knowledge. This role is based in our Santa Monica, CA office, full-time.
Responsibilities
Key Responsibilities:
Business Partnership
- Act as strategic advisor to the client group's leadership team and take part in its business planning and leadership discussions.
- Translate business strategy into a small number of clear people priorities each year, and hold the plan to deliver them.
- Consult leaders on leadership, team and organization questions, from a single difficult hire to a full restructuring.
- Support talent and workforce decisions with data, market context and a clear recommendation.
- Drive execution of the enterprise people strategy within the client group, adapting it to the business without diluting it.
Workforce Planning
- Lead annual and in-year headcount and workforce planning with business leaders.
- Identify the capabilities the business will need in two to three years, and the gap between those and what it has today.
- Advise on workforce composition: the mix of levels, roles, locations.
- Analyze talent supply and demand, internal and external, to shape realistic plans.
- Partner with Chief People Officer and Executive Leadership on workforce investments, so headcount and people decisions line up with financial plans.
Organization Effectiveness
- Lead organization design work for the client group: structures, roles, reporting lines and decision rights.
- Review spans and layers and recommend changes where the organization is too deep, too narrow or unclear.
- Assess whether the operating model is working and where it creates friction, duplication or risk.