Director of Human Resources

We're hiring a Human Resources Director for a 245D-licensed behavioral health organization of 200+ employees. This isn't a role for someone learning the field on the job. We're looking for a leader whose career was built inside behavioral health, human services, or disability services — and who now leads the people function with that experience as their foundation.

In our work, the difference between a strong hire and a wrong hire shows up in incident reports. Documentation discipline isn't an HR preference — it's an audit defense. The reason staffing reliability is non-negotiable isn't workforce planning theory; it's that the people we serve depend on consistent, trained staff to be safe.

A leader who has worked in this space already knows this. They've sat in the meeting after a critical incident. They've prepped for a DHS licensing review. They've seen what happens when a Behavior Support Plan isn't implemented with fidelity because staffing was thin. We don't want to teach those lessons to our next HR Director — we want to hire someone who has already learned them.

We strongly value the traditional HR progression — Talent Acquisition, HR Generalist, HR Leadership — especially when it has happened inside behavioral health, human services, or 245D-regulated environments.

We also welcome leaders whose path into HR came from inside the work itself:

• Direct support → site leadership → program management → HR or people operations leadership
• Clinical or QDDP-level roles → training & compliance → HR leadership
• Designated Manager / Coordinator → operations → HR
• Behavioral health operations leadership with substantial people-function ownership

If you've spent your career in this field and the people function is what you've grown into leading, we want to talk.

• The full HR function: talent acquisition, HR operations, employee relations, scheduling, performance management, and compliance
• Recruiting strategy for both high-volume direct care and specialized clinical roles, with a clear-eyed view of what actually works in this labor market
• Workforce planning tied to staffing ratios, program needs, growth, and the float coverage this work requires
• 245D regulatory execution: background studies (NETStudy), MVR clearance, documentation quality, audit readiness for DHS and OIG reviews
• Performance management and corrective action systems that hold up to regulatory scrutiny and to the people they apply to
• Coaching leaders to clarity around the right people in the right seats — using the operational lens you've developed from years inside the field
• A weekly leadership rhythm that surfaces issues early, drives them to root cause, and produces decisions instead of recurring conversations

• Deep career-grounding in behavioral health, human services, disability services, or a closely related regulated environment
• Demonstrated HR or people-function leadership — whether that came through a traditional HR career path or through services/operations leadership that grew into HR ownership
• Working knowledge of 245D licensing standards, DHS audit expectations, NETStudy, MVR processes, and the documentation discipline this field requires
• Comfort with healthy conflict and the willingness to hold peers and senior leaders accountable while staying in relationship
• A track record of building or fixing systems — recruiting, retention, performance, compliance — and producing measurable outcomes from them
• Experience with the workforce realities of multi-site, frontline-heavy operations: turnover patterns, float coverage, on-call rotations, the rhythm of a 24/7 service organization

• Bachelor's in HR, Human Services, Social Work, Business, or a related field; SHRM-SCP / SPHR or advanced credential is welcomed but not required if your behavioral health leadership depth is strong
• 7+ years of progressive leadership experience, including 3–5 years in a leadership seat with substantial people-function ownership
• Strong recruiting and HRIS / workforce data foundation, or a clear plan for how you'll get there quickly
• Demonstrated outcomes in workforce planning, retention, accountability systems, or compliance execution

• A direct line to the Executive Director and a seat at the leadership table
• The authority to design the systems, not just operate them
• A growing organization with a clear strategic horizon — including a 2027 inflection point we're actively preparing for
• Colleagues who understand the field as deeply as you do