Regional HR Manager

The Regional Human Resources Manager is accountable for Ascents enterprise people strategy owning how the company identifies attracts recruits develops and retains top talent across a multi-site manufacturing organization.

This role designs governs and continuously improves the systems standards and leadership practices that enable Ascent to build a high-performing workforce at scale. This role will raise the consistency quality and effectiveness of our people processes across the organization.

Core Accountability Areas

1. Enterprise People Strategy Ownership

• Own and continuously evolve Ascents end-to-end people strategy including:
  • Talent identification and workforce planning
  • Employer positioning and talent attraction
  • Recruiting strategy and selection standards
  • Leadership development and capability building
  • Retention engagement and succession planning
• Translate business and growth priorities into clear talent and workforce strategies
• Establish enterprise standards success metrics and accountability for all people-related outcomes

2. Enterprise HR Ownership & Direction

• Define and own Ascents HR operating model governance and decision rights
• Set enterprise policies frameworks and standards while simplifying where possible
• Ensure consistency rigor and scalability across all sites as the business grows
• Eliminate fragmentation and redundancy in how HR work is performed

3. Leadership & Organizational Architecture

• Serve as the primary people advisor to the CEO and executive leadership team
• Own organizational design leadership models and succession planning
• Evaluate leadership effectiveness and intervene when structure capability or behavior limits performance
• Lead change management efforts tied to growth restructuring and performance improvement

4. Employee Relations Risk & Labor Strategy

• Own enterprise employee relations strategy and risk posture across union and non-union environments
• Serve as final escalation point for complex high-risk or precedent-setting employee matters
• Set labor relations strategy including negotiation posture bargaining principles and governance
• Partner with Legal to manage investigations disputes and employment-related risk

5. Talent Performance & Reward Architecture

• Design and govern enterprise frameworks for:
  • Performance management and differentiation
  • Leadership and professional development
  • Succession planning and critical role coverage
  • Compensation philosophy and incentive design
• Ensure reward and development systems reinforce accountability results and retention of top performers

6. HR Operating Model & Service Provider Ownership

• Own the HR operating model including internal structure and external leverage
• Maintain direct accountability for all non-payroll HR-related service providers including:
  • Benefits administration
  • Leave of absence and disability management
  • Recruiting and search partners
  • HRIS and people analytics vendors
  • Employment counsel and labor advisors
• Set service standards cost discipline and performance expectations across the HR ecosystem

7. Cross-Functional Partnership

• Build strong collaborative partnerships with Finance Legal IT Operations and the Payroll team
• Partner with Payroll leadership to:
  • Simplify employee lifecycle touchpoints
  • Drive efficiency and experience improvements while preserving clear ownership boundaries
• Manage all aspects of due diligence to support M&A

8. Evolution of Regional HR Execution

• Initially provide leadership standards and oversight for regional and site-level HR execution
• Over time assume direct accountability for regional HR execution consolidating responsibility and reducing unnecessary layers
• Ensure continuity of service while raising expectations for consistency judgment and impact

Qualifications

• 15 years of progressive HR leadership experience in multi-site manufacturing or industrial environments
• Strong written and verbal communication skills; strong ability to communicate with all levels of the workforce
• Demonstrated success owning enterprise talent strategies across the full employee lifecycle
• Proven ability to design systems govern execution and absorb responsibility as organizations scale
• Strong judgment in employee relations labor strategy and executive decision-making
• Experience operating in public or highly regulated environments strongly preferred

Success Looks Like

• Ascent consistently identifies attracts develops and retains top talent
• Leaders are accountable for people outcomes not just results
• HR operates as a unified disciplined system rather than a collection of local practices
• Employee relations risk is proactively managed and reduced