Human Resources Business Partner

HR Business Partner

Together, We Enhance Innovation and Growth

i2G specializes in advanced physical electronic security and life safety solutions. I2G has proven experience in surveillance, access control, and intrusion detection systems, biometrics, fence sensors, radars, ground sensors, anti-drone technologies, and more. We excel in design, project management, commissioning, and enterprise technology integrations.

i2G's mission is to provide the products and services that meet our customers' needs to give them a vital advantage in today's market, helping to protect what matters most.

This role is located in Ann Arbor, Michigan with our corporate headquarters in Plymouth, Michigan.

The HR Business Partner serves as a trusted people partner to leaders and managers across assigned areas of the business, connecting i2G's people strategy with the operational needs of a growing organization.

This role is designed for someone who wants to understand the business, working alongside leaders to anticipate workforce needs, strengthen manager capability, develop and retain talent, navigate employee matters, and ensure people decisions support both the employee experience and the needs of the business.

Success in this role requires strong judgment, curiosity, accountability, and a willingness to get close to the work. The HRBP should be equally comfortable coaching a manager through a difficult employee conversation, reviewing workforce trends, supporting hiring decisions, and participating in planning discussions about where a team is headed next.

What This Role Owns

Business & People Partnership

• Serves as the primary HR partner to an assigned group of leaders, managers, and departments, building a strong understanding of their teams, operations, priorities, and workforce needs.
• Builds relationships with leaders that allow HR to be involved early in business decisions rather than responding after decisions have already been made.
• Participates in workforce, project, organizational, and budget planning conversations where people impacts should be considered.
• Translates business priorities into practical people strategies and actions in partnership with HR leadership.
• Uses workforce data, including turnover, headcount, vacancies, hiring trends, performance, and other people indicators, to identify risks and opportunities.
• Brings forward trends, concerns, and recommendations proactively rather than waiting for leaders to identify a need.
• Balances the needs of employees, leaders, and the organization while applying sound judgment and consistent HR practices.

Talent Management & Workforce Planning

• Partners with leaders to understand current and future workforce needs, including staffing levels, critical skills, talent gaps, promotion readiness, succession needs, and organizational capacity.
• Maintains visibility into talent across assigned groups and helps leaders identify high-performing employees, emerging talent, development needs, and retention risks.
• Partners closely with Talent Acquisition and external recruiting partners to ensure hiring priorities and candidate profiles remain aligned with evolving business needs.
• Supports a consistent, effective hiring process, including role definition, interview structure, candidate evaluation, selection, and candidate experience.
• Coaches managers on interviewing, candidate assessment, selection decisions, and effective workforce planning.
• Challenges hiring assumptions when appropriate and helps leaders distinguish between immediate staffing needs and longer-term organizational needs.
• Partners with leaders and Talent Acquisition to support workforce pipeline programs, including apprenticeship, skilled-trades, educational, community, and industry partnerships.
• Supports onboarding and early employee integration to ensure new hires are positioned for success beyond the point of offer acceptance.

Performance, Development & Accountability

• Drives consistent execution of i2G's performance management process across assigned business groups, including quarterly check-ins, goal setting, development conversations, and formal performance actions.
• Holds managers accountable for completing meaningful and timely performance conversations with their teams.
• Coaches managers on setting expectations, providing feedback, documenting performance, and addressing concerns early.
• Identifies performance trends across teams and partners with leaders to address broader patterns before they become larger…