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ESSENTIAL DUTIES AND RESPONSIBILITIES

Organizational Strategy and Workforce Planning

• Partner with the Executive Director and senior leadership team to assess organizational structure, staffing needs, management capacity, and workforce priorities.
• Maintain a clear organizational structure that defines reporting relationships, levels of responsibility, titles, and decision authority across the institution.
• Lead workforce planning in coordination with organizational strategy and approved budgets.
• Evaluate proposed positions and hires based on institutional need, organizational structure, financial capacity, and established approval processes.
• Ensure hiring activity is consistent with executive direction, approved staffing plans, and organizational priorities.
• Identify areas where responsibilities, workload, staffing levels, or management capacity may create organizational risk.
• Recommend changes to roles, reporting structures, staffing models, or management practices when organizational needs evolve.

Executive and Management Partnership

• Serve as a trusted advisor to the Executive Director and senior leaders on organizational structure, workforce matters, employee relations, performance, compensation, and culture.
• Provide managers with clear guidance and tools for supervision, performance management, employee development, and difficult personnel decisions.
• Ensure managers understand their responsibilities as people leaders and hold them accountable for fulfilling those responsibilities.
• Surface significant workforce concerns to the Executive Director promptly, with appropriate context, options, risks, and recommendations.
• Exercise independent judgment while recognizing when matters require executive, legal, financial, or board involvement.

Employee Engagement and Organizational Health

• Establish consistent mechanisms for understanding employee experience, workload, engagement, management effectiveness, and emerging areas of concern.
• Maintain appropriate contact with employees across departments and organizational levels so that workforce issues can be identified before they become crises whenever reasonably possible.
• Monitor patterns in turnover, absenteeism, workload, employee relations, exit interviews, and other indicators of organizational health.
• Identify trends and recommend organizational responses when patterns suggest structural, management, cultural, or capacity concerns.
• Develop practices that support clear communication, professional growth, employee recognition, and a healthy workplace culture.
• Ensure employees affected by significant workplace changes receive timely, accurate, and appropriately coordinated communication.

Talent Acquisition and Organizational Capacity

• Lead an intentional hiring process based on clearly defined organizational needs and approved positions.
• Ensure job descriptions accurately reflect responsibilities, organizational level, required capabilities, reporting relationships, and compensation ranges.
• Partner with hiring managers to establish selection criteria and evaluate candidates against the capabilities required by the role.
• Maintain appropriate approval controls throughout the recruitment process so that offers are not advanced without required organizational authorization.
• Develop onboarding practices that establish clear expectations, responsibilities, policies, and organizational context from the beginning of employment.
• Build succession and continuity planning for critical organizational roles

Compensation, Benefits and Employee Systems

• Develop and maintain a coherent compensation framework that establishes appropriate levels, titles, salary ranges, and internal relationships across the organization.
• Regularly assess compensation practices for internal consistency, external competitiveness, affordability, and compliance.
• Ensure employees and managers understand applicable benefits and that enrollment, eligibility, changes, leave, COBRA, and other benefit processes are administered accurately and promptly.
• Proactively identify available options when employee benefit circumstances require individual attention or resolution.
• Partner with Finance to ensure alignment among compensation, payroll, benefits, staffing plans, and the approved institutional budget.
• Ensure performance evaluation and compensation processes are timely, consistent, documented, and connected to organizational expectations.

Employee Relations and Performance Management

• Provide leadership on employee relations matters, including performance concerns, workplace complaints, disciplinary actions, investigations, accommodations, and separations.
• Ensure employee concerns are addressed promptly, consistently, professionally, and with appropriate documentation.
• Coach managers in addressing performance issues early rather than allowing unresolved concerns to accumulate.
• Conduct or oversee workplace investigations as appropriate and engage employment counsel when circumstances warrant.
• Maintain appropriate confidentiality while ensuring relevant decision makers receive the information necessary to fulfill their responsibilities.

Employment Compliance and Workforce Risk

• Maintain current knowledge of applicable federal, state, and local employment laws and ensure MCB's employment practices remain compliant.
• Oversee compliance related to wage and hour requirements, FMLA, ADA, employment eligibility, Forms I 9, unemployment matters, required workplace policies, and other employment obligations.
• Identify employment related risks proactively and recommend appropriate corrective or preventive action.
• Understand relevant collective bargaining agreements and other employment related contractual obligations and ensure HR practices are consistent with those requirements.
• Partner with the Executive Director, Finance, legal counsel, and other leaders on matters where employment risk intersects with financial, operational, contractual, insurance, or institutional risk.
• Maintain appropriate documentation and internal controls for employment related decisions and processes.

Policies, Systems and Documentation

• Maintain an effective and current employee handbook and HR policies appropriate to MCB's workforce and operating environment.
• Establish repeatable HR processes that do not depend on individual memory or informal practice.
• Maintain accurate and confidential personnel records and ensure required documentation is complete and accessible to authorized personnel.
• Regularly review HR processes for effectiveness, efficiency, consistency, and compliance.
• Ensure institutional knowledge related to HR practices is appropriately documented and transferable.

Leadership and Accountability

• Establish annual HR priorities aligned with MCB's institutional goals and report progress to the Executive Director.
• Develop meaningful workforce indicators that allow leadership to understand organizational health, staffing trends, retention, compensation, recruitment, and other material people issues.
• Communicate significant issues promptly and distinguish between matters requiring immediate action and those requiring longer term attention.
• Follow through reliably on commitments, deadlines, executive directives, and required communications.
• Bring recommendations, not simply problems, to executive leadership whenever circumstances allow.
• Model sound judgment, discretion, accountability, empathy, and institutional stewardship.