People Business Partner

About this role

DO YOU WANT TO SUPPORT JOBBERINO'S TO DO THEIR BEST WORK?

Then Jobber might be the place for you! We’re looking for a People Business Partner to be part of our People department.

Jobber exists to help people in small businesses be successful. We work with small home service businesses, like your local plumbers, painters, and landscapers, to transform the way service is delivered through technology. With Jobber they can quote, schedule, invoice, and collect payments from their customers while providing an easy and professional customer experience. Running a small business today isn’t like it used to be—the way we consume and deliver service is changing rapidly, technology is evolving, and customers expect more. That’s why we put the power and flexibility in their hands to run their businesses how, where, and when they want!

Our culture of transparency, inclusivity, collaboration, and innovation has been recognized by Great Place to Work, Canada’s Most Admired Corporate Cultures, and more. Jobber has also been named on the Globe and Mail’s Canada’s Top Growing Companies list, and Deloitte Canada’s Technology Fast 50™, Enterprise Fast 15, and Technology Fast 500™ lists. With an Executive team that has over thirty years of industry experience of leading the way, we’ve come a long way from our first customer in 2011—but we’ve just scratched the surface of what we want to accomplish for our customers https://www.youtube.com/watch?v=EkfZmHrRLx4&list=PLoktA_D-2UEnxMLfCe93bANKXVXd2bdN8&index=24.

The team:

The People team builds the environment where Jobberinos do their best work: how people are hired, onboarded, grown, paid, and supported when life gets complicated.

We are a small team, which means a lot of ground to cover and real ownership of it. You are closely embedded in the business and find out quickly when something worked. You’ll work at two altitudes: strategic (the diagnosis and the advice) and execution (the documentation and the follow-through that makes it better next time). AI is how we cover both, and we are rebuilding the way this team works around it rather than running it as a side project.

The role:

Reporting to the Senior Manager, People, the People Business Partner is an intermediate level role embedded in a business unit, and the person leaders go to when they need both practical and strategic support. You adapt frameworks to the situation in front of you, and where there is no precedent, you build the approach. You work independently and check in on the decisions that matter.

This is a hands-on role at both ends of the range. You will partner directly with the senior leaders and executives who run your group, bringing them a recommendation rather than a question. You will spend time coaching managers who are leading people for the first time, becoming their essential partner as they learn, and you will also spend real time on leave administration, performance documentation, and employee relations case management. This role provides a great balance for someone who wants both the strategy and the execution.

You will build for where Jobber is going, not just where it is. Structures will change, manager expectations will shift, and AI will change what a team can do. With your strong business knowledge, you will bring forward your viewpoint to influence the department's health and success.

The People Business Partner will:

- Know your group's strategy, structure, and drivers well enough to build a people agenda that gets ahead of capability, engagement, retention, and succession risk.

- Advise managers and senior leaders across performance, development, compensation, team structure, and change. Communicate for leaders who do not know People, and persuade where you need to.

- Coach first-time and early-tenure managers through the hard parts of people leadership. Leaving them more capable and equipped to lead afterward.

- Identify when the same question keeps returning, and build the guidance once to multiply your impact and allow managers to be self-sufficient.

- Run performance management end to end: expectations, documentation standards, improvement plans, and the difficult conversations and exits that follow.

- Bring judgment to talent review and compensation cycles: calibration, leveling, promotions, and succession gaps named before someone resigns.

- Own the employee lifecycle for your group: leaves, accommodations, return to work, internal moves, and exits, including the administration and coordination with managers, payroll, and providers that keeps it accurate and humane.

- Manage employee relations independently, including ambiguous and legally sensitive cases, with a firm grip on employment legislation and clear escalation when it is warranted.

- Assess structures, spans of control, and decision rights when performance or growth raises structural questions. Identify a people problem from a design problem, and support leaders through the changes that follow.

- Track leading indicators across engagement, performance, and retention, run your group's listening cycles, and turn results into action plans leaders commit to.

- Drive people initiatives end to end. Adapt an existing program where one fits, build the approach where nothing does.

- Use AI in the work, not around it. Delegate research and drafting to agents so your time goes to judgment, analyze your group's data to arrive at leadership conversations with a point of view, and pressure test your recommendations before you take them forward.

- Bring forward the gaps. When a manual process or documentation hole keeps generating the same escalation, propose what should replace it.

- Partner with Talent Development, Total Rewards, and Talent Attraction so your group gets one answer, not three. Stay current on where People practice and tech are heading, and bring what works back to the PBP team, because the pattern you found almost always exists elsewhere.

To be successful, you…