People Services Partner

Valley Vital Care | Corporate-Based with Field Travel | Full-Time, Salaried, Exempt

The People Services Manager owns the employee experience and people-partner function for Valley Vital Care across all teams and locations. This role is the field-facing partner to operating managers, accountable for engagement, onboarding and the first-90-days experience, manager enablement, performance and development cycles, retention, employee relations support, and the people side of integrating new and acquired teams.

This is a hands-on, corporate-based role with regular travel to the field, built for an experienced people partner who thrives in a people-first, growth-oriented organization. The People Services Manager is measured on the people outcomes that signal a healthy, growing organization: engagement, onboarding success, retention of valued employees, manager capability, and the smooth people integration of new teams. Operating managers retain ownership of leading their own people day to day.

The People Services Manager is the single named accountable person for whether the experience the organization promises is the experience its people actually have.

Reports to the Head of Human Resources, with a skip-level relationship to the Chief Operating Officer. Coordinates with operating and clinical site leaders, Talent Acquisition, Total Rewards and Payroll, and Compliance.

• Detect emerging cultural risks from weak signals across teams and sites before they surface as turnover, escalations, or a failed audit
• Identify manager capability gaps and direct coaching and enablement to where it will most improve team health
• Surface retention risks before resignation, using listening, stay conversations, and pattern data to act while there is still time to act
• Assess how well acquired and newly joined teams are assimilating, and flag where cultural integration is stalling
• Identify workforce sentiment trends and translate them into a clear, current read on the health of the organization
• Provide executive-level people insight: bring the Head of HR and the COO a synthesized, decision-ready view of what the workforce needs next

• Own the engagement operating rhythm: regular pulse checks, the annual engagement survey, and the action loop that turns survey results into visible change
• Own the first-90-days experience for every new hire and every employee from a newly joined team: structured onboarding, early check-ins, and a clear sense of belonging from day one
• Run a recurring field presence so the experience is managed where it happens, not inferred from corporate dashboards
• Translate the people-first value into concrete, observable practices managers and employees can feel

• Coach and enable operating managers on the people fundamentals: feedback, recognition, difficult conversations, and team health
• Own the cadence of the performance and development cycles end to end: goal setting, check-ins, reviews, and follow-through on growth plans
• Build internal mobility and growth paths so high-potential employees can see a future in the organization and act on it
• Partner with managers to identify and develop bench strength before a departure forces the question

• Own retention as a managed outcome: stay conversations, early-warning signals, and targeted action for valued and at-risk employees
• Own the people workstream of every new or acquired team: communication, key-talent retention, onboarding to the culture, and a credible plan to bridge difference
• Coordinate the people side of a new team's first day so pay, systems access, communication, and a welcome are all live and coherent on the join date
• Maintain the single view of retention and integration status across the organization, and own the explanation when retention trails plan

• Own the intake, triage, and resolution of employee relations matters in partnership with central HR and managers, with clean, contemporaneous documentation
• Operate as a trusted, confidential, even-handed partner to both employees and managers,…