FULLY REMOTE) Senior Director Talent; Level 5

The Sr. Director of People & Talent leads the People function for Good Roots, a fully remote organization with team members across multiple U.S. states. As the sole dedicated HR professional and a member of the leadership team, this role combines enterprise-minded people strategy with hands‑on ownership of every aspect of human resources. The Sr. Director partners with executive leaders to strengthen organizational effectiveness, develop and retain talent, manage employment risk, and build scalable people systems that support business goals and Good Roots’ mission.

Success requires independent judgment, discretion, practical execution, and the ability to move fluidly between strategic counsel and day‑to‑day employee support.

• Application Screening: Now – November 13th
• First Round Interviews: November 16 – November 27
• Final Interviews: November 30– December 11
• Target
  
  Start Date:
  
  January 4

• People strategy and executive partnership — Own and execute an integrated people strategy aligned with business priorities, workforce capacity, organizational design, culture, and sustainable growth; serve as a trusted advisor to the CEO and leadership team on sensitive people decisions and organizational risk.
• Full-cycle HR operations — Independently administer all day-to-day HR activities, including employee inquiries, policy interpretation, onboarding, offboarding, personnel records, HR documentation, employment changes, and coordination with external service providers; ensure reliable service without a dedicated HR team.
• Multistate employment compliance and risk — Maintain practical compliance programs across employee work locations, including wage‑and‑hour classification, leave and paid‑sick‑time requirements, required notices, I‑9 administration, recordkeeping, accommodations, investigations, and separation practices; coordinate with legal counsel and specialists when needed.
• Talent acquisition and workforce planning — Partner with managers on headcount and capability needs; direct sourcing and hiring workflows, selection processes, offer approvals, background checks, new‑hire integration, and contractor/employee classification considerations.
• Performance, accountability and employee relations — Own performance management practices, coaching resources, corrective action, documentation, investigations, conflict resolution, and fair, timely handling of employee concerns; guide leaders through difficult conversations and defensible decisions.
• Compensation, benefits and total rewards — Maintain job architecture and leveling, salary practices, pay equity reviews, incentive and recognition programs, benefits administration, open enrollment, leave coordination, and vendor relationships; partner with Finance/payroll on accurate processing and regulatory obligations.
• Learning, leadership and succession — Identify organizational capability gaps, deliver practical manager enablement and leadership development, facilitate talent reviews and succession planning appropriate to the organization’s scale, and strengthen career development and internal mobility.
• Culture, engagement and remote employee experience — Advance values‑based decisions, psychological safety, inclusion, belonging, feedback, and connection across a dispersed workforce; translate engagement findings into action and lead change communications and adoption.
• People systems, analytics and operational improvement — Own HRIS and related tools, workflow design, data quality, reporting and privacy controls; track meaningful metrics such as retention, hiring, engagement, performance‑cycle completion and compliance; simplify and automate processes where…