Senior Director, People Partners; Remote

Honor Technology’s mission is to change the way society cares for older adults. As a leader in aging care innovation, Honor provides the technology, tools, and services that empower older adults to live life on their own terms. Honor’s growing portfolio includes its consumer care brand, Home Instead, Inc., the world’s leading provider of in-home care for older adults. With a global franchise network and more than 100,000 Care Pros, Home Instead delivers over 50 million hours of personalized care annually.

Together, Honor and Home Instead are setting a new standard for aging in place, backed by powerful technology, compassionate care, and a commitment to aging on your own terms.

Join us to create a new and better aging experience for our clients, their families, and our Care Professionals.

As Senior Director, People Partners, you will lead the evolution of our HRBP function to operate as a true organizational architect: identifying systemic problems before they become crises, designing mechanisms that produce the right talent outcomes, and becoming a sought‑after partner to senior leaders. You will lead a small team of HRBPs, set the standard for how this function operates, and serve as a credible, trusted voice in senior leadership conversations — someone who earns influence by being right, honest, bringing insights and patterns that leaders may not see but need to understand, and proactively helping leaders reach their goals through people, structure, and culture.

This role is fully remote.

The People team at Honor builds the infrastructure, practices, and leadership capability to help the company achieve its goals through its people, structure, and culture. We aim to act as a force multiplier — aligning people and purpose to drive growth, adaptability, and long‑term value. Our work is both strategic and operational: finding and hiring talented people, ensuring the people and culture "scaffolding" are in place for the company to evolve and scale, continuously examining and improving how work gets done and information flows, supporting and strengthening leaders, and ensuring the fundamentals of risk mitigation, pay, and policy are executed reliably.

Raise manager and leadership quality — Help leaders understand that manager‑employee relationships are the primary driver of team performance, retention, and culture. Build manager capability, feedback loops, and coaching infrastructure that make strong manager‑employee relationships the norm, not the exception. Support succession planning and leadership bench development. (Leadership Principle: Drive Impact)

Drive organizational effectiveness — Build trust‑based relationships with business leaders to partner on organizational design: assess structure, clarity of roles and decision rights, and alignment with business strategy. Strengthen the organization’s change management capabilities and agility. Act as a connector across functions — bringing objectivity, empathy, expertise, and sound judgment to complex, cross‑cutting people issues.

Build scalable people solutions that drive business impact. Look beyond individual issues to identify root causes, patterns, and systemic challenges, then develop sustainable, repeatable solutions that improve how the organization operates. Test new approaches through practical, data‑informed experimentation, learn quickly, and scale what works. Leverage HR data, workforce analytics, and emerging technologies to identify trends, mitigate risk, and improve engagement, retention, performance, and organizational effectiveness.

Measure success through meaningful business and people outcomes—not simply completed…