Market HR Sr. Manager

POSITION SUMMARY The Market HR Senior Manager is the market's primary HR advisor, and their value is measured not by the volume of HR work they process, but by the quality of the outcomes they drive for associates and the business. This role functions as a strategic advisor to the Market President, Market Team, and General Managers and is expected to shape talent and organizational health decisions — not just respond to them.

The Senior Manager diagnoses systemic workforce challenges, brings a disciplined point of view to business conversations, and manages the full market HR portfolio with the sophistication and business credibility expected of a HR Business Partner.

ESSENTIAL DUTIES Talent Selection Drive hiring process discipline across the market — hold GMs and hiring managers accountable to evidence-based interview standards, not preferences

Participate directly in GM-level interviews and provide structured input to the Market President on candidate quality

Lead monthly staffing reviews across all priority locations; proactively identify stores trending toward critical staffing risk Analyze early turnover patterns across the market to distinguish hiring quality issues from onboarding failures, and partner with TA and Talent Development on the appropriate response

Partner closely with the Talent Acquisition COE on market-level workforce planning; surface demand signals and local market intelligence proactively

Identify and name pipeline gaps at the GM and Department Manager level before vacancies occur

Talent Development Maintain a current and informed talent map of every GM and Department Manager in the market — strengths, gaps, readiness, and risk Coach GMs to manage their own people issues effectively; the goal is leader capability growth, not HRBP dependency

Actively push the internal promotion agenda; challenge the reflex to post externally before the bench has been genuinely evaluated

Own 360 follow-up conversations and connect each leader with the right COE resource — Talent Development, Total Rewards, or HR Operations — without substituting for COE expertise

Lead quarterly talent reviews with the Market President and VP, Human Resources; present a market-level talent narrative, not just a roster

Identify high-potential associates at the store level and advocate for their development through appropriate channels

Listening Strategy Own the listening dashboard for the market — review results before any leader sees them, add the interpretive layer, and arrive at every debrief with a point of view Distinguish between a store-specific signal and a market-wide pattern; escalate market themes to the VP, Human Resources with a recommendation, not just data Conduct structured GM debrief conversations after each pulse survey cycle;

coach GMs to lead their own team response — do not take it over Route listening signals precisely: development issues go to Talent Development COE, staffing signals go to TA, operational themes go to the Market President, ER signals go to the ER Team Maintain a running view of ER case trends in the market; surface emerging patterns to the ER Team before they become systemic

Business Performance Understand how each store in the market makes money; attend P&L reviews regularly and come prepared with a people-lens perspective on the numbers

Connect every people conversation to a business outcome — turnover cost, productivity loss, leadership effectiveness, or associate retention risk Serve as a prepared, credible strategic partner to the Market President: bring an independent point of view, redirect focus when needed, and push back with data when the situation calls for it Translate HR metrics into financial language — quantify the cost of attrition, the value of retention, and the ROI of investing in store leadership capability

Frame all pillar deliverables through the business performance lens — every talent, listening, and selection output should connect to a store or market outcome EMPLOYEE RELATIONS SCOPEAll HRBPs handle Green-tier ER cases independently and may handle lower-acuity Yellow-tier cases with appropriate judgment. Higher-acuity Yellow, Orange, and Red-tier cases…