Director of Talent

GREYSTONE PROPERTIES Job Description

Director of Talent (Acquisition, Development & Culture)

Talent & Culture

Chief Operating Officer

Exempt, Full-Time

TBD - none at hire;
Talent and Training Coordinator support added as the portfolio grows

Greystone Properties corporate office (Columbus, GA metro), with regular travel across the portfolio

Class A suburban communities across Georgia, Alabama, Tennessee, and Florida; scope grows with the portfolio

Greystone is building an owner-operated platform, and the single hardest part of that is people: hiring the right ones, developing them faster than the market does, and building a company they want to stay at. That is this role.

The Director of Talent owns three things - talent acquisition, training and development, and culture. Core HR administration is deliberately not the center of this job. Payroll, benefits administration, employment compliance are delivered through outsourced HR and benefits partners, and this role manages those relationships: holding partners to service standards and making sure the transactional work never lands back on property teams or on this desk.

This is a build role. Greystone is designing the hiring process, onboarding curriculum, leadership development track, and recognition program the platform will run on. In Year One this is a hands-on individual contributor building the function, not a leader managing an established one.

Service quality at a property lives in specific people. The maintenance tech who knows which building floods, the leasing consultant residents ask for by name, the manager who has been there nine years - that knowledge is the product, and it walks out the door with every departure.

Greystone is building an operating platform designed so that the quality of a resident's experience does not depend on who happens to be on site that day. That begins with who gets hired, how quickly they become good at the job, and whether they stay. A new hire who reaches competence in weeks rather than months serves residents sooner. A team that stays intact keeps the relationships that drive renewals and referrals.

A manager selected through a rigorous, consistent process is a manager other people want to work for.

This role owns all of it. Every hiring, training, and retention decision should be evaluated first against its effect on the consistency of resident-facing service, with cost and efficiency as the supporting case.

• Own hiring end to end - a standardized, portfolio-wide process for every site and corporate role: sourcing, screening, structured skills and situational assessment, HR interview, hiring manager interview, and leadership sign-off on key positions.
• Hire with rigor - structured interviews, role-specific competency assessment, and layered leadership review, with every step Fair Housing, EEOC, and ADA compliant.
• Equip the hiring managers - train Property Managers and Assistant Managers in structured, legally compliant interviewing and selection, so hiring quality is consistent across every community.
• Build pipelines, not postings - relationships with local colleges, technical and trade schools, apartment associations, and workforce programs near each property cluster, so maintenance and leasing roles have candidates before they have vacancies.
• Own the mechanics - requisitions, offers, background and drug screening, and I-9 and E-Verify compliance across Georgia, Alabama, Tennessee, and Florida, coordinated with the HR partner.

• Build the training function - Greystone's first, designed around hands-on mentorship,…