About the Foundation:

• We seek bold and lasting change rooted in the best available evidence, analysis, and science, openly debated.
• We treat everyone with fairness and respect.
• We act as good stewards of private resources, using them to advance the public’s interest with a focus on helping the most vulnerable.
• We cultivate diversity, inclusion, and collaboration.
• We speak out as leaders to promote health and wellbeing.

• All families have the resources they need to raise children who will thrive.
• Public health and healthcare systems prioritize individual and community wellbeing—and remain accountable to them; and
• Communities foster the conditions that allow all residents to reach their best possible health and wellbeing.

• (1) Director, Employee Engagement 
• (1) Senior Director, Talent Development 
• (3) People Partners 

• Owns and evolves RWJF’s foundation-wide talent management strategy including talent acquisition, performance management, employee relations, succession planning, and promotion processes, ensuring these systems operate as an integrated ecosystem.
• Ensures talent management strategy is aligned with organizational priorities, including workforce planning, capability building, and future talent needs. Serves as a trusted advisor to executive leadership and leads a high-performing talent function
• Serve as a senior thought partner to leadership on talent, engagement, and culture, not an advisor from the outside, but a partner sitting beside the program and operations units 

• Leads and develops a high-performing talent team, setting clear expectations and fostering collaboration, accountability, and functional excellence. Serves as People Leader of People Partners (3 roles); Director, Employee Engagement; Sr. Director, Talent Development
• Model RWJF’s culture in how they work, flat and informal, no walls, right over easy
• Drive continuous improvement through data, candid feedback, experimentation, and continuous learning 
• Establishes standards, practices, and capability expectations for the People Partner function, ensuring consistent, high-quality strategic support across the Foundation
• Embody and reinforce the values and principles that define RWJF’s culture and ways of working

• Designs and oversees all aspects of professional development and strategies to build a strong, diverse leadership, enhanced organizational skills, including identification and advancement of high-potential talent
• Reviews, revises (as necessary) and advances how RWJF develops its leaders and managers at every level
• Builds a scalable, high-impact approach to executive coaching and leadership development
• Acts as a coach to senior leaders and key talent
• Oversees foundation-wide learning priorities, holding themselves and their team to RWJF’s standard: relevance, rigor, and real impact 
• Leads foundation-wide succession planning and talent mapping, improving visibility into leadership pipelines and readiness across the organization
• Elevates the quality and forward-looking nature of talent discussions with senior leadership
• Partners with departments and people leaders to ensure succession and development plans are actionable and actively managed — at RWJF, succession planning is viewed as an ongoing strategic responsibility that strengthens organizational continuity and leadership readiness

• Provides senior level oversight in the design of performance management strategy and works with the CHRO to finalize and approve. Ensures alignment with organizational priorities
• Leads the development, implementation, and ongoing evolution of a foundation-wide competency framework that defines the leadership, behavioral, and functional capabilities required for success across levels and roles and serves as a foundational input into hiring, performance management, development, succession, and career growth
• Provides strategic oversight for the biennial employee engagement survey process, including survey design, administration, insight generation, action planning, and organizational follow-through to strengthen culture, leadership effectiveness, employee experience, and organizational performance
• Establishes and leverages talent analytics, KPIs, and dashboards to inform decision-making, assess program effectiveness, and guide strategic adjustments 
• Partners with leaders to strengthen workforce capability and readiness for emerging technologies, including AI, while supporting responsible adoption and new ways of working
• Leads organization design and workforce planning efforts to ensure structures, roles, and capabilities align with evolving strategic priorities 
• Supports leaders through change by strengthening change management, communication, and capability enablement
• Partners closely with People Partners and Centers of Excellence (COE) ensure alignment and disciplined execution across the talent ecosystem through insight, influence and credibility, not mandate. COEs include compensation and benefits, People Analytics and HR Technology, Learning & Leadership Development, Organizational Effectiveness, Employee Experience & Engagement, HR operations and Workforce Planning, as applicable

• Partners with Talent Acquisition to ensure recruitment, selection, and onboarding strategies align with long-term workforce plans and organizational goals.

• Minimum of ten (10) years of progressive HR experience, including leadership responsibility across multiple talent disciplines.
• Proven track record in leading HR business partnering and/or talent functions.
• Experience designing and driving enterprise-wide talent functions, including HR business partnering, talent acquisition, organizational development, leadership development, employee development, and talent management. 
• Proven ability to implement and lead an HR Partner (Business Partner) model, establishing consistent practices, service delivery standards, and capability development across People Partners serving multiple divisions. 
• Strong strategic orientation with the ability to translate organizational priorities into actionable talent and workforce strategies. 
• Demonstrated ability to serve as a strategic deputy or second-in-command to a senior HR executive, exercising sound judgment, enterprise perspective, and the ability to represent the function internally and externally. 
• Experience leading leaders and building leadership capability through others
• Established proficiency in organizational design, workforce planning, and building the organizational structures, capabilities, and "muscle" needed to support transformation, and long-term success. 
• Demonstrated ability to influence senior leaders and operate as a trusted advisor on complex organizational, leadership, and people-related matters. 
• Experience leading cross-functional teams and driving alignment across multiple HR disciplines while fostering consistency and collaboration across decentralized teams. 
• Strong organizational development capability, including culture, engagement, change management, team effectiveness, and organizational effectiveness. 
• Proven success designing and implementing purposeful leadership and employee development programs that strengthen leadership capability, accelerate talent growth, and support succession planning. 
• Advanced judgment and decision-making skills in high-impact, ambiguous environments. 
• Strong commitment to equity-focused systems, inclusive talent practices, and creating equitable employee experiences across the organization.

• HFP Explained: As of January 1, 2023, the Foundation has implemented a model we call Hybrid: Flexible Purpose (HFP). RWJF’s innovative operating model is the infrastructure (e.g., policies, practices, protocols, procedures, systems) that form the basis for how the day-to-day operations are managed, culture is built and nurtured, and mission is delivered. This model is designed to give employees as much flexibility as possible while meeting the needs of the organization.

• Office Attendance Requirements: All RWJF employees will be required to come into Foundation offices during the year for purposes related to their position such as critical tasks (e.g., building operations, grantee meetings), organizational events (e.g., training and development), and internally focused team activities. The number of required meetings in Princeton is subject to change as we continue to evaluate and improve the model.

• Office Availability: All RWJF offices remain open for all Foundation employees for focused work, optional organizational activities, and connecting with colleagues informally as needed for work purposes.

• Travel to Office Responsibility: While employees have flexibility where they live, employees are responsible for covering any expenses incurred from commuting to their assigned office for any and all required meetings.