Childrens Health
Why Children’s Health?
At Children's Health, our mission is to Make Life Better for Children, and we recognize that their health plays a crucial role in achieving this goal. Through our cutting‑edge treatments and affiliation with UT Southwestern, we strive to deliver an extraordinary patient and family experience, ensuring that every moment, big or small, contributes to their overall well‑being. Our dedication to promoting children’s health extends beyond our organization and encompasses the broader community. Together, we can make a significant difference in the lives of children and contribute to a brighter and healthier future for all.
POSITION SUMMARY As a key member of the HR, Learning and Leadership Institute (HRLLI) Executive Team; the Vice President, HR Consulting participates in determining the organization’s people priorities, strategies, and goals; serving as the voice of the client during the development of enterprise people solutions. This executive is assigned to a designated market/business unit(s) and provides counsel and guidance to business unit senior leaders on local people priorities and strategies, aligned to enterprise strategies and informed by in-depth knowledge of local business plans and people trends including engagement, attrition, workforce development, expansion/contraction of business functions, etc. Leads enterprise people programs at the business unit level and develops customized local people solutions aligned with enterprise mission, vision, values, culture and people strategies, goals, and objectives. Leads a team of HR professionals and the work of the team including selection, training, and performance management.
Highlighted Responsibilities
Talent Development – in partnership with client executives, leads local talent development planning to support local talent bench, ensuring an ongoing view of leadership talent and preparedness. Participates with senior client executives to support enterprise talent discussions to inform enterprise talent and succession planning.
Workforce Planning – leads local workforce planning activities and coordinates the integration of enterprise resources to ensure performance objectives are met; applies the 4R model (recruitment, retention, reskilling, and redesign) to create a comprehensive workforce plan. Designs and leads local retention and redesign plans, collaborates with talent acquisition and learning teams on recruitment and reskilling plans, accountable for change management plans.
Engagement – leads local engagement efforts; oversees performance and actions related to low‑engagement teams.
Acquisitions/Divestitures – has a key leadership role in the integration/separation of teams resulting from acquisitions/divestitures; partners as appropriate with corporate HRLLI resources to support change efforts, foster accelerated adoption of change and meet operational performance objectives resulting from these changes.
Enterprise People Programs and Analytics – provides a regular cadence of local updates to ensure operational executives are familiar with people program issues, trends and local impact to performance, retention, attrition, engagement.
Performance Management – in partnership with local senior leaders consults on performance enhancement solutions when appropriate. Works collaboratively to resolve complex local people issues by applying in‑depth HR and talent management expertise.
Program Design, Development and Policy Management – partners with enterprise HRLLI functions to provide input on people program performance, represent local employment trends of attraction, engagement, performance, and attrition to inform recommendations for program adjustments, new programs or retirement/closure of ineffective programs.
Consultant Management – limited engagement of external resources; typically, resources will be engaged through a corporate HRLLI function.
System Alignment
Talent Acquisition and Workforce Strategies – collaborate with Talent Acquisition leadership and team on local workforce plans; engage in local executive search and selection.
Shared Services – guide local team on effective use of shared service team; provide input to support the optimization of process and practice in the development of new capabilities for the shared services team and transfer of transactional HR work.
Total Rewards – support the objectives of delivering competitive and equitable rewards; partner with local leaders during the identification of potential competitive pay challenges leveraging performance, engagement, retention, and recruitment data to build business case for off‑cycle market reviews; engage reward team for developing solutions aligned with enterprise reward programs and objects.
Employee Relations/DEI/Compliance – support DEI strategies and engage at local level with Employee Work Groups or local DEI councils; ensure alignment with enterprise policies and practices. Engage Employee Relations resources when managing complex people and compliance issues.
Learning, Leadership Development and Engagement – engage team for talent development assessment, development planning and succession planning. Support annual engagement survey and local Engagement Everyday plans.
Communication – inform local communication plans align with enterprise people communication priorities. Serve as the feedback loop for communication tools supporting all aspects of the life cycle of employment (newly hired, onboarding, tenured, promoting, retiring, and separating).
People Technology and Analytics – leverage internal platforms and data to inform local initiative priorities, establish performance measures and monitoring. Deliver a regular review of people performance metrics to local senior executives to inform local people priorities.
Internal Client Leadership Support – consults with local leaders and teams on all people strategies, programs, practices, and policies; engages enterprise people strategy partners as described above; collaborates with peer HRVPs to support enterprise alignment of new or changing programs.
Decision Making
Responsible for leading team in making ethical, timely, and patient‑centered decisions of varying complexity and as appropriate based on role.
In collaboration with upline leader, establishes protocols for escalation of people issues; establishes cadence for visibility of performance areas and reporting expectations.
Uses data‑driven insights, analysis, and metrics (when possible) to inform decisions, make recommendations, and influence stakeholder alignment.
Recommends enterprise program updates and collaborates with upline leader on final decision‑making approach.
Position Requirements Work Experience and Education:
At least 10 years related HR experience to include a minimum of 5 years supporting executive level leaders; 3 years of experience in at least 3 of the following areas: engagement and culture plans and practices; employment and talent acquisition; workforce planning; talent development and learning, succession planning; rewards (compensation or benefits); employee relations and employment law; organization design, development and change management; people metrics; performance management. Four‑year bachelor's degree or equivalent experience is required.
A Place Where You Belong We put our people first. We welcome, value, and respect the beliefs, identities and experiences of our patients and colleagues. We are committed to delivering culturally effective care, creating meaningful partnerships in the communities we serve, and equipping and developing our team members to make Children’s Health a place where everyone can contribute.
As an equal opportunity employer, Children's Health does not discriminate against employees or applicants because of race, color, religion, sex, gender identity and expression, sexual orientation, age, national origin, veteran or military status, disability, or genetic information or any other Federal or State legally protected status or class. This applies to all aspects of the employer‑employee relationship including but not limited to recruitment, hiring, promotion, transfer pay, training, discipline, workforce adjustments, termination, employee benefits, and any other employment‑related activity.
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POSITION SUMMARY As a key member of the HR, Learning and Leadership Institute (HRLLI) Executive Team; the Vice President, HR Consulting participates in determining the organization’s people priorities, strategies, and goals; serving as the voice of the client during the development of enterprise people solutions. This executive is assigned to a designated market/business unit(s) and provides counsel and guidance to business unit senior leaders on local people priorities and strategies, aligned to enterprise strategies and informed by in-depth knowledge of local business plans and people trends including engagement, attrition, workforce development, expansion/contraction of business functions, etc. Leads enterprise people programs at the business unit level and develops customized local people solutions aligned with enterprise mission, vision, values, culture and people strategies, goals, and objectives. Leads a team of HR professionals and the work of the team including selection, training, and performance management.
Highlighted Responsibilities
Talent Development – in partnership with client executives, leads local talent development planning to support local talent bench, ensuring an ongoing view of leadership talent and preparedness. Participates with senior client executives to support enterprise talent discussions to inform enterprise talent and succession planning.
Workforce Planning – leads local workforce planning activities and coordinates the integration of enterprise resources to ensure performance objectives are met; applies the 4R model (recruitment, retention, reskilling, and redesign) to create a comprehensive workforce plan. Designs and leads local retention and redesign plans, collaborates with talent acquisition and learning teams on recruitment and reskilling plans, accountable for change management plans.
Engagement – leads local engagement efforts; oversees performance and actions related to low‑engagement teams.
Acquisitions/Divestitures – has a key leadership role in the integration/separation of teams resulting from acquisitions/divestitures; partners as appropriate with corporate HRLLI resources to support change efforts, foster accelerated adoption of change and meet operational performance objectives resulting from these changes.
Enterprise People Programs and Analytics – provides a regular cadence of local updates to ensure operational executives are familiar with people program issues, trends and local impact to performance, retention, attrition, engagement.
Performance Management – in partnership with local senior leaders consults on performance enhancement solutions when appropriate. Works collaboratively to resolve complex local people issues by applying in‑depth HR and talent management expertise.
Program Design, Development and Policy Management – partners with enterprise HRLLI functions to provide input on people program performance, represent local employment trends of attraction, engagement, performance, and attrition to inform recommendations for program adjustments, new programs or retirement/closure of ineffective programs.
Consultant Management – limited engagement of external resources; typically, resources will be engaged through a corporate HRLLI function.
System Alignment
Talent Acquisition and Workforce Strategies – collaborate with Talent Acquisition leadership and team on local workforce plans; engage in local executive search and selection.
Shared Services – guide local team on effective use of shared service team; provide input to support the optimization of process and practice in the development of new capabilities for the shared services team and transfer of transactional HR work.
Total Rewards – support the objectives of delivering competitive and equitable rewards; partner with local leaders during the identification of potential competitive pay challenges leveraging performance, engagement, retention, and recruitment data to build business case for off‑cycle market reviews; engage reward team for developing solutions aligned with enterprise reward programs and objects.
Employee Relations/DEI/Compliance – support DEI strategies and engage at local level with Employee Work Groups or local DEI councils; ensure alignment with enterprise policies and practices. Engage Employee Relations resources when managing complex people and compliance issues.
Learning, Leadership Development and Engagement – engage team for talent development assessment, development planning and succession planning. Support annual engagement survey and local Engagement Everyday plans.
Communication – inform local communication plans align with enterprise people communication priorities. Serve as the feedback loop for communication tools supporting all aspects of the life cycle of employment (newly hired, onboarding, tenured, promoting, retiring, and separating).
People Technology and Analytics – leverage internal platforms and data to inform local initiative priorities, establish performance measures and monitoring. Deliver a regular review of people performance metrics to local senior executives to inform local people priorities.
Internal Client Leadership Support – consults with local leaders and teams on all people strategies, programs, practices, and policies; engages enterprise people strategy partners as described above; collaborates with peer HRVPs to support enterprise alignment of new or changing programs.
Decision Making
Responsible for leading team in making ethical, timely, and patient‑centered decisions of varying complexity and as appropriate based on role.
In collaboration with upline leader, establishes protocols for escalation of people issues; establishes cadence for visibility of performance areas and reporting expectations.
Uses data‑driven insights, analysis, and metrics (when possible) to inform decisions, make recommendations, and influence stakeholder alignment.
Recommends enterprise program updates and collaborates with upline leader on final decision‑making approach.
Position Requirements Work Experience and Education:
At least 10 years related HR experience to include a minimum of 5 years supporting executive level leaders; 3 years of experience in at least 3 of the following areas: engagement and culture plans and practices; employment and talent acquisition; workforce planning; talent development and learning, succession planning; rewards (compensation or benefits); employee relations and employment law; organization design, development and change management; people metrics; performance management. Four‑year bachelor's degree or equivalent experience is required.
A Place Where You Belong We put our people first. We welcome, value, and respect the beliefs, identities and experiences of our patients and colleagues. We are committed to delivering culturally effective care, creating meaningful partnerships in the communities we serve, and equipping and developing our team members to make Children’s Health a place where everyone can contribute.
As an equal opportunity employer, Children's Health does not discriminate against employees or applicants because of race, color, religion, sex, gender identity and expression, sexual orientation, age, national origin, veteran or military status, disability, or genetic information or any other Federal or State legally protected status or class. This applies to all aspects of the employer‑employee relationship including but not limited to recruitment, hiring, promotion, transfer pay, training, discipline, workforce adjustments, termination, employee benefits, and any other employment‑related activity.
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