HR Director — Call Notes Work Arrangement / Presence This will be a 100% on-site HR Director position. There is flexibility when someone has an occasional appointment, personal commitment, etc., but the expectation is that this person is regularly on-site. The HR Generalist specifically likes having the HR Director physically present. There are times when the HR Generalist doesn’t have the answer to a question, and employees will seek out other HR Directors for guidance. Having the HR Director on-site provides a stronger resource and allows the two of them to work closely together. This person needs to be very hands-on and involved with the day-to-day employee population. Personality / Employee Approach Looking for someone who is very personable, understanding, approachable, and empathetic. Needs to understand that employees have lives outside of work, including family and children, and be able to look at situations from the employee’s perspective. At the same time, this person needs to have a backbone. They cannot be someone who simply tries to make everyone happy or avoids difficult conversations. Needs to be comfortable making decisions, standing behind them, and pushing back when necessary. Biggest Difference / Lesson from Tisha One of the frustrations with Tisha was that she often did not come to the table with enough facts or data to support the recommendations she was making. She would sometimes assume that people should simply trust the HR process or accept that something was the right thing to do without being able to explain the reasoning behind it. The new HR Director needs to be able to support the “why” with facts, data, research, benchmarking, financial information, or other tangible information. They need to be able to explain why something is being recommended rather than simply saying, “This is what HR does.” They need to be able to sell leadership on an idea and get buy-in. This person should not come in like a “bull in a china shop.” They need strong self-awareness and emotional intelligence and should understand that the way they communicate something matters. They need to be able to tailor their response and approach based on the person/situation. The goal is to influence and educate, not dictate. Working With Leadership There is someone already in leadership, believed to be in Finance, who is much more numbers-oriented. He tends to look at things primarily from the numbers/business perspective and does not always naturally consider the personal or employee side of an issue. That can create some challenges. The HR Director needs to be comfortable pushing back professionally when appropriate. They need to be able to explain the employee/personal side of an issue while also understanding and respecting the financial/business perspective. Should be able to have a professional exchange about why something needs to be done, rather than becoming defensive or confrontational. This person needs enough confidence to challenge leadership but enough emotional intelligence to know how and when to do it. Upcoming HR Priorities Open Enrollment Open enrollment traditionally happens in July. The company extended the current enrollment period, so the next major open enrollment will occur for the 1/1/28 plan year. There is also a Georgia location. The HR Director will need to travel to Georgia during the upcoming open enrollment period to assist with the process there. This will be an important upcoming responsibility for the person coming into the role. Employee Engagement Survey Employee engagement survey is scheduled to go out in September. The new HR Director will not be heavily involved in the front-end development/launch of the survey. They will, however, be involved in reviewing and responding to the results. They will help determine what needs to be done with the feedback and how the organization should respond. Performance Reviews / Merit Increases Performance reviews are coming up. Merit increases will also be part of the upcoming process. The HR Director will be involved in the review and merit increase process, particularly around January. This will require working with leadership/managers and helping ensure the process is handled appropriately and consistently. New Hire Leadership Sessions The company brings new hires in each month. New hires spend one day meeting with the leadership team. The HR Director is very involved in this process. This person will help welcome new employees, introduce them to leadership, and be part of their onboarding experience. This reinforces the need for someone who is personable, visible, and comfortable interacting with employees and leadership. Overall Picture of the Person They Need 100% on-site Highly visible and accessible Personable and approachable Empathetic and understanding Comfortable working with employees who have families and personal responsibilities Strong employee-relations instincts Has a backbone and can make difficult decisions Data-driven and fact-based Able to explain the “why” behind HR recommendations Can professionally push back on leadership Strong emotional intelligence/self-awareness Knows how to tailor communication to the audience Able to sell an idea and gain organizational buy-in Not overly rigid or policy-driven Not confrontational or heavy-handed Comfortable working with both people-focused and numbers-focused leaders Strong enough to advocate for employees while still understanding the business Comfortable being hands-on and involved in the day-to-day HR function Someone who will work closely with and complement the existing HR Generalist rather than operate independently from the team Candidate Feedback — Vanessa Decision: Pass on Vanessa. Primary concern is her lack of payroll experience, which is an important gap for this particular position. There is also some concern about her ability to work effectively with another member of the leadership team who has a very strong personality. Given the need for this HR Director to be able to push back professionally, navigate differing perspectives, and build buy-in with strong personalities, there is concern that the leadership dynamic may not be the best fit. The combination of the payroll gap and potential leadership-style conflict makes her less aligned with what they are looking for in this role. In the meantime, we need to jump on the HR Director opening with Nash in Florida. They let Tisha go today, so this one is moving quickly. They plan to post it but won’t be able to get to it until mid-next week so we can do our outreach and get through people in the process by then. A few details: Tisha was making $140K base with $150K total compensation. So we can keep that $130K-$140K range but she will let me know if there is more information to come once she talks to Ryan Nash, division president. Similar to the BBEC role, they’re looking for someone who is a doer, a strategic thinker, true business partner, and someone who takes initiative rather than waiting for direction. One difference from BBEC is that this role oversees payroll. They’ll manage two HR Coordinators and one Payroll Coordinator, so they’re looking for someone who has experience overseeing payroll and is willing to jump in and help when needed. The position is 100% onsite (5 days/week). HR Director at Nash Plumbing and Mechanical Reports To: President Employee Population: ~260 Employees Industry: Construction Position Summary The HR Director serves as the senior human resources leader for the company and a trusted advisor to the Company President and leadership team. This role is responsible for leading all aspects of human resources for the company, supporting workforce strategy, employee relations, and organizational development. The company operates as part of a larger parent organization that provides certain shared services such as benefits administration and HR systems. The HR Director ensures effective HR practices within the company while partnering with shared service resources when appropriate to support operational needs. This position requires a balance of strategic leadership and hands-on HR execution in support of a field-based workforce within a fast-paced electrical contracting environment. Key Responsibilities Strategic HR Leadership – Serve as the primary HR leader to the Company. This position will serve as a member of the company’s leadership team. – Provide guidance on organizational structure, workforce planning, and talent management. – Support leadership in building and maintaining a high-performing workforce aligned with the company’s business objectives. – Identify opportunities to strengthen organizational effectiveness, leadership capability, and employee engagement. Employee Relations & Workforce Support – Lead employee relations efforts including investigations, conflict resolution, and performance management guidance. – Coach supervisors and managers on leadership practices, employee engagement, and effective workforce management. – Provide guidance on disciplinary actions, performance improvement plans, and employee separations. – Foster a positive workplace culture focused on accountability, safety, teamwork, and employee ownership. Talent Acquisition & Workforce Planning – Partner with company leadership to identify hiring needs and workforce planning strategies. – Support recruitment efforts for both field and administrative roles. – Ensure effective onboarding and integration of new employees into the organization. – Promote the organization’s employee ownership model as a differentiator when recruiting talent. -Responsible for managing the company’s co-op program. Performance Management & Talent Development – Lead performance management processes including goal setting, employee evaluations, and development planning. – Support leadership development and succession planning initiatives. – Identify training and development opportunities that support both employee growth and business needs. HR Operations – Oversee day-to-day HR operations for the company including employee lifecycle activities, policy guidance, and HR process administration. – Ensure accurate employee data management within the company’s HR systems. – Serve as the company point of contact for payroll, benefits, and HR system coordination with shared service resources when necessary. – Support employee education and communication related to employee ownership programs such as the ESOP. Compliance & Risk Management – Ensure compliance with federal, state, and local employment laws and regulations. – Maintain effective HR policies and practices that support compliance and sound workforce management. – Provide guidance to leadership on employment-related risk and best practices. Construction & Field Workforce Responsibilities – Support leadership in managing a workforce that includes both field employees and office staff. – Partner with operations leaders to support project-based workforce planning and staffing needs. – Assist with strategies for recruiting and retaining skilled electrical craft labor in a competitive labor market. – Support apprenticeship, training, and development initiatives that strengthen the skilled trades pipeline. – Collaborate with operational leadership to reinforce a strong safety culture and safety-first mindset throughout the organization. – Provide guidance on workforce issues unique to the construction environment such as workforce mobility, jobsite behavior expectations, and project staffing changes. – Support workforce planning during periods of project ramp-up or workforce reductions based on project needs. Employee Ownership & Culture – Help reinforce the company’s employee ownership culture by promoting engagement, accountability, and long-term thinking. – Encourage leadership behaviors that align with the values of an employee-owned organization. – Partner with leadership to strengthen employee engagement and retention through a culture of ownership and shared success. -Responsible for curating and distributing the company newsletter and managing the company’s social media accounts. Qualifications Education – Bachelor’s degree in Human Resources, Business Administration, or related field required. Experience – 7–10+ years of progressive HR experience. – Experience supporting field-based workforces such as construction or other skilled trade industries strongly preferred. – Demonstrated ability to operate as the lead HR resource for a business unit or company. – Experience partnering directly with operational leadership in a fast-paced environment. Certifications (Preferred) – SHRM-CP / SHRM-SCP – PHR / SPHR Knowledge, Skills & Competencies – Strong employee relations and conflict resolution skills. – Knowledge of employment law and HR compliance requirements. – Experience supporting both field and office-based employees. – Ability to influence operational leadership and provide practical HR guidance. – Strong communication, leadership, and interpersonal skills. – Experience working with HRIS systems (Workday preferred). Key Success Factors – Strong partnership with company leadership. – Effective management of employee relations and workforce issues. – Development and retention of high-performing employees. – Reinforcement of the company’s employee ownership culture. – Compliance with employment regulations and sound HR practices. – Support of company growth and operational success.