The mission of The New York Times is to seek the truth and help people understand the world. That means independent journalism is at the heart of all we do as a company. It’s why we have a world-renowned newsroom that sends journalists to report on the ground from nearly 160 countries. It’s why we focus deeply on how our readers will experience our journalism, from print to audio to a world-class digital and app destination. And it’s why our business strategy centers on making journalism so good that it’s worth paying for. About the Role: The New York Times is looking for a Director, HR Business Partner for the Product Engineering and Technology groups to support and partner with the Chief Technology Officer, leaders, managers and employees across the technology function, and with our Chief Product Officer. You will manage a team of two, while also supporting employees directly. You will report to the VP, HR Business Partners. The Director, HRBP plays a critical role in driving a people strategy aligned with enterprise goals. You will be the primary HR partner to support our Chief Technology Officer (CTO), Chief Product Officer (CPO), managers, and employees of the technology organization - including guidance, management of the performance enablement cycle, and oversight of process/HR administration. This is a hybrid role based in our New York City headquarters. You can expect to come into the office 3+ days per week. Responsibilities: Be an advisor, partner, and coach to senior leaders, managers, and individual contributors across our Technology group, including the Chief Technology Officer and Chief Product Officer Lead and develop a team of two HR Business Partners to manage multiple HR issues and support the business Provide daily support to senior-level department leaders, managers, and employees, providing coaching, management of employee lifecycles and performance management, and oversight of process/HR administration Lead planning, communication
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Role overview
Job description
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The Director, HR Business Partner leads the people agenda for Humana Healthy Horizons by aligning talent strategy with business strategy and converting business priorities into organizational, leadership, workforce, talent, and culture outcomes.The role is accountable for enabling performance across both the run the business and grow the business agendas. This includes ensuring the Medicaid organization has the workforce capacity, leadership depth, organizational capability, and talent strategies required to deliver current commitments, compete for new business, implement awarded business, and scale successfully.
The Director serves as a trusted accountability partner to senior leaders, shapes business decisions through workforce and organizational insight, represents the voice of the business across HR, and orchestrates integrated support from HR Centers of Excellence. The role maintains disciplined ownership of assessment, strategy, execution, and measurable outcomes rather than defaulting to advisory or transactional HR delivery.
Primary Responsibilities and Accountabilities
1. Business Strategy and Growth
Own translation of business strategy into workforce, leadership, talent, culture, and organizational strategies that enable current business performance and future growth.
- Assess business priorities, growth opportunities, operating challenges, and organizational risks to determine the people and organizational actions required to achieve business objectives.
- Establish and execute integrated plans that support market performance, business expansion, procurement activity, awarded business, implementation, and long-term scalability.
- Ensure workforce and organizational implications are identified, tested, and addressed as strategic choices and growth opportunities are evaluated.
2. Bid, Procurement, and Implementation Leadership
Own the HR workstream and people-related content required for Medicaid bid responses and procurement activity, ensuring commitments are credible, competitive, compliant, and executable.
- Assess proposed operating models, staffing assumptions, leadership requirements, labor strategies, workforce costs, implementation sequencing, and organizational risks associated with growth opportunities.
- Lead HR readiness and execution for awarded business, major program implementations, and market expansion, including organization design, leadership selection, workforce mobilization, talent acquisition integration, onboarding, culture, and change readiness.
- Establish governance, milestones, risk visibility, and accountability for the people and organizational components of implementation plans.
- Ensure bid commitments, implementation plans, and post-launch workforce strategies remain connected through execution and stabilization.
3. Workforce Strategy and Readiness
Own strategic workforce planning, capability planning, workforce readiness, succession planning, and talent risk assessment for the aligned business.
- Assess current and future workforce requirements, identify capacity and capability gaps, and establish strategies that ensure the organization has the talent, skills, leadership capacity, and workforce scale required to execute.
- Determine appropriate build, buy, borrow, redeploy, and development strategies in response to business plans and talent risk.
- Drive disciplined workforce and talent review processes that improve decision quality, readiness, internal mobility, retention, and succession strength.
- Use workforce data and business insight to identify risk early, challenge assumptions, and direct action toward the highest-impact priorities.
4. Organizational Effectiveness and Design
Own organizational assessment and diagnosis for the aligned business, identifying barriers to performance, growth, speed, accountability, and scalability.
- Lead organizational design and role definition work required to support business strategy, operating model evolution, implementation, and growth.
- Establish recommendations that improve decision rights, role clarity, spans and layers, governance, operating rhythms, collaboration, and team effectiveness.
- Drive execution of approved organizational changes and ensure intended outcomes are achieved and sustained.
- Ensure organizational structures, leadership roles, capabilities, and talent deployment remain aligned to business priorities.
5. Leadership and Talent Effectiveness
Assess leadership capability and effectiveness across the organization, identifying strengths, gaps, succession risks, and development priorities.
- Own the talent strategy for the aligned business, including succession, critical-role readiness, high-potential identification, differentiated development, retention, and internal mobility.
- Provide direct executive coaching and counsel that strengthens leadership judgment, accountability, decision quality, and organizational impact.
- Hold leadership teams accountable for talent decisions, succession strength, development actions, performance differentiation, workforce health, and organization outcomes.
- Ensure leadership and talent pipelines are sufficient for current operations, implementation demands, and future growth.
6. Culture, Change, and Organizational Health
Assess organizational health through workforce data, engagement results, talent patterns, leadership behavior, employee feedback, and business outcomes.
- Establish and execute actions that strengthen culture, inclusion, engagement, retention, accountability, and workforce performance.
- Own the people strategy for business-led change within the aligned organization, including impact assessment, leadership alignment, workforce transition, communication strategy, adoption, and stabilization.
- Ensure leaders create the conditions required for associates to understand priorities, make effective decisions, and execute through change.
- Translate organizational insights into measurable interventions and monitor whether intended outcomes are achieved.
7. HR Integration and Business Accountability
Serve as the accountable integrator of enterprise HR capabilities for the aligned business.
- Translate business priorities into clear requirements for Talent Acquisition, Talent Management, Learning, Compensation, Associate Relations, Workforce Analytics, Organizational Effectiveness, and other HR capabilities.
- Define ownership, sequence work, resolve gaps, and maintain accountability for outcomes regardless of where supporting resources reside.
- Represent the voice of the business across HR while ensuring enterprise standards, policies, and strategies are applied with sound judgment.
- Create visibility to priorities, dependencies, risks, decisions, and results across the integrated HR agenda.
Leadership Expectations
- Operate with the business acumen and enterprise perspective required to influence senior executives and shape consequential business decisions.
- Move from insight to action by making clear recommendations, establishing ownership, and driving disciplined follow-through.
- Challenge respectfully when business choices create material workforce, talent, leadership, culture, or organizational risk.
- Balance immediate delivery demands with long-term capability, talent sustainability, and organizational health.
- Simplify complexity, establish priorities, and create clarity across matrixed teams and competing demands.
- Build trust through judgment, transparency, discretion, consistency, and measurable delivery.
Measures of Success
- Workforce strategies are integrated with business plans and produce measurable improvements in readiness, capability, capacity, and execution.
- Current markets and segment functions have the leadership, talent, organization, and workforce health required to deliver commitments.
- Bid responses contain credible, competitive, and executable workforce and organizational plans.
- Awarded business and major program implementations meet people, leadership, talent, and organizational readiness milestones.
- Critical roles have stronger succession depth, leadership readiness, and retention strategies.
- Organizational design and effectiveness work improves clarity, accountability, decision quality, speed, and scalability.
- Leaders demonstrate stronger ownership of talent, culture, workforce health, and organization outcomes.
- HR resources operate as an integrated system aligned to the highest-priority business needs.
- Workforce and organizational risks are identified early, addressed directly, and monitored through resolution.
Use your skills to make an impact
Required Qualifications
The successful candidate will bring substantial, directly relevant experience leading HR strategy in large, complex, matrixed organizations. Demonstrated capability and results are valued more than a specific academic credential.
- Demonstrated success as a senior HR Business Partner or HR leader supporting executive teams and complex business portfolios.
- Experience owning workforce strategy, talent strategy, organizational effectiveness, leadership effectiveness, culture, and business-aligned change.
- Experience supporting business growth, competitive bids or proposals, implementation, market expansion, workforce scaling, or comparable high-stakes business activity.
- Demonstrated ability to assess complex situations, form recommendations, make decisions, and lead execution through others.
- Strong business and financial acumen with the ability to connect workforce and organizational choices to business outcomes.
- Experience in Medicaid, healthcare, government programs, regulated industries, or other complex service environments.
- Experience influencing senior leaders, challenging constructively, and maintaining accountability across matrixed stakeholders.
- Ability to use quantitative and qualitative data to identify patterns, test assumptions, prioritize risk, and measure outcomes.
- Experience integrating HR Centers of Excellence and shared capabilities around a coherent business agenda.
Preferred Qualifications
- Enterprise thinker who can operate at both strategic and execution levels.
- Clear, direct communicator who creates alignment without diluting accountability.
- Strong organizational diagnostician with practical judgment and bias for action.
- Comfortable leading through ambiguity, competing priorities, and evolving business conditions.
- Credible executive coach who combines challenge, insight, empathy, and discretion.
- Outcome-oriented leader who measures success through business and workforce results rather than activity.
Travel: While this is a remote position, occasional travel to Humana's offices for training or meetings may be required.
Scheduled Weekly Hours
40Pay Range
The compensation range below reflects a good faith estimate of starting base pay for full time (40 hours per week) employment at the time of posting. The pay range may be higher or lower based on geographic location and individual pay will vary based on demonstrated job related skills, knowledge, experience, education, certifications, etc.
Description of Benefits
Humana, Inc. and its affiliated subsidiaries (collectively, “Humana”) offers competitive benefits that support whole-person well-being. Associate benefits are designed to encourage personal wellness and smart healthcare decisions for you and your family while also knowing your life extends outside of work. Among our benefits, Humana provides medical, dental and vision benefits, 401(k) retirement savings plan, time off (including paid time off, company and personal holidays, paid parental and caregiver leave), short-term and long-term disability, life insurance and many other opportunities.Application Deadline: 09-25-2026
About us
About Humana: Humana Inc. (NYSE: HUM) is a leading U.S. healthcare company. Through our Humana insurance services and our CenterWell healthcare services, we make it easier for the millions of people we serve to achieve their best health – delivering the care and service they need, when they need it. These efforts are leading to a better quality of life for people with Medicare and Medicaid, families, individuals, military service personnel, and communities at large. Learn more about what we offer at Humana.com and at CenterWell.com.
Equal Opportunity Employer
It is the policy of Humana not to discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, national origin, age, marital status, genetic information, disability or protected veteran status. It is also the policy of Humana to take affirmative action, in compliance with Section 503 of the Rehabilitation Act and VEVRAA, to employ and to advance in employment individuals with disability or protected veteran status, and to base all employment decisions only on valid job requirements. This policy shall apply to all employment actions, including but not limited to recruitment, hiring, upgrading, promotion, transfer, demotion, layoff, recall, termination, rates of pay or other forms of compensation and selection for training, including apprenticeship, at all levels of employment.
What they are looking for
Skills & requirements
Qualification
The successful candidate will bring substantial, directly relevant experience leading HR strategy in large, complex, matrixed organizations. Demonstrated capability and results are valued more than a specific academic credential
Hiring company
Humana
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