Director HR Business Partner

In this position... 

Join us as the Director, HR Business Partner forthe Go to Market Enterprise Technology Team- a salaried professional organization of 3,200 people across the globe ensuring our technology teams enable the business to serve our customers in all markets. You are a business leader who works in HR. You set the people strategy for the portfolio and partner its leaders on whether it has the organization, talent, and shape the culture required to deliver the plan. You frame the ambiguous problems, decide which are worth solving, and stop work on the rest. Leaders own their people plans; you build the strategy, coach the execution, and set the standards and resources that make delivery possible. You operate as a trusted advisor from the front, driving holistic organizational strategies that keep people at the center of high performance. Reporting to the Executive HR Director you will run the operating rhythm for the portfolio and hold the standard for analytical rigor across the HR Business Partners you work with, including those who do not report to you. The work builds enterprise-level judgment: portfolio organization strategy, executive coaching, and the deliberate development of other HR professionals.

You'll have... 

• Bachelor's degree in Human Resources, Organizational Development, Business, or a related discipline, or commensurate work experience.
• 10-12 years of progressive experience in Human Resources, including 3-5 years in a leadership or portfolio-level role, with demonstrated organization design, change leadership, and senior-leader coaching.
• Breadth across HR disciplines, business units, and client environments - professional, technical, commercial, manufacturing, or represented populations.
• Depth in a structured problem-solving or business system methodology (A3, PDCA, Hoshin, lean, or equivalent), including coaching others in its use.

• Demonstrated record of improving senior business decisions and owning the results. Experience developing HR professionals required; multi-client, multi-site, or global experience preferred.

Even better, you may have...

• Master’s degree in Human Resources, Organizational Development, or any other related discipline or commensurate work experience.
• SPHR or SHRM-SCP certification 

Work Requirements…

This role requires onsite presence at the primary location and travel to other facilities. Involves occasional (defined as one-third or less of the time) lifting of no more than 10 pounds at a time. Work is performed primarily in a seated position and entails no significant stooping, standing, climbing, or walking. Many sedentary jobs require good use of the hands and fingers for repetitive hand-finger actions. Working conditions occur within low to moderate noise levels related to the use of standard office equipment.

Skills…

Business Acumen  |  HR and Workforce Strategy  |  Executive Coaching and Influence  | Organization Design  |  Culture and Employee Experience  | Talent Management and Succession |  Business System Leadership  | Capability Building

You may not check every box, or your experience may look a little different from what we've outlined, but if you think you can bring value to Ford Motor Company, we encourage you to apply!

As an established global company, we offer the benefit of choice. You can choose what your Ford future will look like: will your story span the globe, or keep you close to home? Will your career be a deep dive into what you love, or a series of new teams and new skills? Will you be a leader, a changemaker, a technical expert, a culture builder…or all the above? No matter what you choose, we offer a work life that works for you, including:

• Immediate medical, dental, vision and prescription drug coverage
• Flexible family care days, paid parental leave, new parent ramp-up programs, subsidized back-up childcare and more
• Family building benefits including adoption and surrogacy expense reimbursement, fertility treatments, and more
• Vehicle discount program for employees and family members and management leases
• Tuition assistance
• Established and active employee resource groups
• Paid time off for individual and team community service
• A generous schedule of paid holidays, including the week between Christmas and New Year’s Day
• Paid time off and the option to purchase additional vacation time. 

This position is a leadership level 5 with a range of $141,700 - $268,300

For more information on salary and benefits, click here: New Hire Benefits

Visa sponsorship is not available for this position. 

Candidates for positions with Ford Motor Company must be legally authorized to work in the United States. Verification of employment eligibility will be required at the time of hire.

We are an Equal Opportunity Employer. All qualified applicants will receive consideration for employment without regard to race, religion, color, age, sex, national origin, sexual orientation, gender identity, disability status or protected veteran status. In the United States, if you need a reasonable accommodation for the online application process due to a disability, please call 1-888-336-0660.

Onsite work of up to three days per week may be required for candidates within commuting distance of a Ford hub location. 

#LI-Hybrid#LI-LP3

Business Partnership

• Set the portfolio people strategy: an annual people operating plan and multi-year capability roadmap tied to the business plan, growth assumptions, and cost structure.

• Serve as a full member of the client leadership teams, contributing to business strategy, investment, and headcount decisions.

• Translate business strategy into workforce implications - capability gaps, build/buy/borrow choices, location and cost strategy, span and layer targets, and sequence. Building business plans from a people forward perspective to help mitigate risks proactively. 

• Partner with Finance on workforce cost and productivity, including position control discipline and the people case behind productivity commitments.

• Support organizational optimization and efficiency targets, and eliminate non-value-add work.

Coaching & Influence

• Coach senior leaders and their teams on effectiveness, decision quality, and their personal impact on culture, including the feedback their peers will not deliver.

• Improve the quality of material business decisions and own the result - measured by business outcomes, not by whose view prevailed. Revisit decisions you shaped, including the ones that were wrong.

• Say plainly when a leader's preference and the business's need diverge, and work the gap with them.

• Protect long-term organizational health rather than trading it for short-term client satisfaction, and escalate enterprise-level risk rather than absorbing it.

• Build an environment where challenging the business is expected and done well: model it, require it, and remove the conditions that suppress it.

Culture & Employee Experience

• Set the culture and employee experience standards, decision rights, and leader capability that keep issues from becoming cases.

• Drive psychological safety and voice: People Action Plans by team, employee concerns deeply understood, and say-do ratio actively managed.

• Hold consistency across client groups so the same facts produce the same outcome, and set precedent deliberately rather than by drift.

• Build leader capability so leaders carry their own accountability for performance conversations and consistent policy application.

• Use metric trends and root cause analysis as a leadership diagnostic, and sponsor prevention rather than repeat case handling.

• Partner with the People Matters COE and Legal on designated and high-risk matters, ensuring outcomes are fair, timely, and defensible.

Continuous Improvement

• Decide which people problems matter, frame ambiguous problems into measurable current-versus-target conditions, and stop work that does not move the business.

• Run the operating rhythm and management system for the portfolio: bowlers reviewed visually, abnormality escalated, and countermeasures closed rather than action items accumulating.

• Hold the analytical standard - send back analysis that stops at symptom or asserts a countermeasure without evidence.

• Build A3, PDCA, and bowler fluency across the HRBP community and require its use.

• Sponsor improvement of the people processes serving the portfolio, removing waste and defect at source with process owners and COEs.

Organization Design & Effectiveness

• Diagnose organizational effectiveness across the portfolio and lead the redesign that follows, with verification that the intended outcome was achieved.

• Lead organization design and restructuring end to end: option design, cost and risk modeling, leader alignment, sequencing, communications, and stabilization.

• Design from the front: ensure HRBPs are engaged at effectiveness analysis before structure is decided, and build the standard work and playbooks that make it repeatable.

• Maintain span, layer, redundancy, and system-alignment analysis as the foundation for structure aligned to strategy.

• Lead work redesign for automation and AI, including capability displaced or created and the reskilling and redeployment path.

Talent Management

• Drive succession depth and readiness for every critical role in the portfolio, treating talent as an enterprise asset.

• Hold calibration integrity across client groups: real differentiation, challenged potential calls, and decisions that survive enterprise scrutiny.

• Lead senior selection - role definition, success profile, assessment, and slate decisions - and drive always-on recruiting so critical roles are filled to plan.

• Sponsor development for critical and high-potential talent, measured on movement executed rather than plans documented.

• Drive performance rigor: accelerate top talent, address inconsistent performance, and mitigate identified single points of failure.

People Leadership & Capability

• Lead, develop, and hold the standard for the HR Business Partners in the portfolio, including capability building across the community regardless of reporting line.

• Assess each team member honestly against the competency model and name what they must demonstrate to operate at the next level of ambiguity and scope.

• Coach problem solving directly: challenge root cause logic, require verification, and hold the standard that a countermeasure without a check is incomplete.

• Build business and financial acumen deliberately through exposure to operating reviews, financial cycles, and business decisions beyond the people agenda.

• Hold role boundaries in the HR operating model, and escalate COE or Shared Services breakdowns rather than absorbing them.