Job Summary
The Director, Experience & Culture sets the company strategy and operating model for
strengthening team member engagement, culture, and the day-to-day team member
experience across National Veterinary Associates. Reporting to the VP, Talent &
Organizational Effectiveness, this role serves as a strategic advisor to People, Field
Operations, Medical, and business leaders and translates NVA's values and people
priorities into scalable programs, leadership practices, and measurable workforce
outcomes. The Director owns the company team member-listening architecture, culture
activation roadmap, recognition and belonging strategy, and experience standards across
key moments in the team member lifecycle.
Essential Job Responsibilities
- Define and lead a multi-year Experience & Culture strategy aligned with NVA's business
priorities, People strategy, values, and workforce needs across 1300 sites and the
support center
- Own the company team member-listening strategy, including annual engagement
surveys, targeted pulse checks, lifecycle surveys, focus groups, qualitative listening,
segmented insight generation, and action-planning governance
- Establish the company culture and leadership-behavior framework, translating NVA's
values into clear expectations, practical leader routines, team agreements, and
consistent ways of working
- Set experience standards across priority moments in the team member lifecycle,
including onboarding, early tenure, role transitions, leadership changes, development,
internal mobility, and exit
- Develop the field activation model for Experience & Culture, including hospital
playbooks, leader toolkits, site champion networks, implementation guidance, and
targeted interventions for hospitals, regions, or functions showing engagement or
retention risk
- Integrate culture and team member-experience considerations into company
transformations, acquisitions, operating-model changes, technology implementations,
and major workforce initiatives; establish listening and adoption measures for affected
populations
- Lead NVA's inclusion, belonging, and community-building strategy, including ally and team
member resource groups, to foster connection, representation, and an environment where
all team members can thrive.
- Lead, coach, and develop the Experience & Culture team; establish clear
accountabilities, operating rhythms, and performance expectations
- Manage the Experience & Culture operating plan, budget, technology, vendors, program
governance, implementation risks, and measurement approach; evaluate program
effectiveness and redirect investment when impact is not demonstrated
Key Deliverables/Outcomes
- Three-year Experience & Culture strategy and annual operating plan approved, funded,
and translated into clear company priorities, milestones, accountabilities, and
outcome measures
- Company team member-listening architecture implemented with annual survey,
targeted pulses, lifecycle listening, segmented insight readouts, confidentiality
standards, and action-planning governance across all divisions
- NVA culture and leadership-behavior framework developed and embedded into
onboarding, leadership development, performance expectations, recognition,
communications, and team routines
- Experience & Culture dashboard and quarterly executive review established with
actionable trends, workforce risks, intervention priorities, and progress against
company outcomes
Success Metrics/KPIs
- Engagement index: year-over-year improvement in favorable responses on core
engagement items at company, division, region, and hospital levels
- Action-plan completion and effectiveness: percentage of required plans completed on
time and measurable improvement in the priority items addressed
- Priority-site recovery rate: percentage of identified hospitals or regions showing
sustained improvement in engagement, leadership, wellbeing, or retention indicators
following intervention
- Recognition reach and participation: percentage of team members giving or receiving
meaningful recognition and representation across roles, locations, and work schedules
- Program adoption and impact: participation, completion, behavior change, and
targeted workforce outcomes for culture, leadership, onboarding, wellbeing, and
recognition programs
- Team member confidence in follow-through: favorable response to whether leaders
listen, communicate actions, and make meaningful improvements based on feedback
Key Internal and External Stakeholders
Internal: Chief People Officer; VP, Talent; People Leadership Team; People Business
Partners (PBPs); Field Operations and Medical Operations leadership; Internal
Communications; Learning & Development; Talent Management and Succession; People
Operations; People Analytics and People Systems; Total Rewards and Benefits; Talent
Acquisition; Inclusion & Belonging; Legal, Compliance, and Safety; M&A and Integration
teams; and hospital leadership teams.
External: Engagement and pulse-survey platform vendors; recognition technology
providers; wellbeing, mental-health, and team member-assistance partners; leadership?development and executive-coaching providers; culture and organizational-development
consultants; facilitation and learning partners; employer-brand agencies; veterinary
professional associations; and healthcare and workforce benchmarking organizations.
Experience
- 8+ years of progressive expertise in team member experience, engagement,
organizational development, culture, change, talent management, people partnering,
leadership development, or closely related People roles
- Experience supporting large, multi-site, distributed, frontline-heavy organizations;
veterinary services, healthcare, hospitality, retail health, or another clinical or service
environment strongly preferred
- Demonstrated experience developing and executing a company Experience & Culture
strategy and translating broad priorities into scalable programs, field tools, governance,
and sustained operating routines
- Experience advising senior executives and influencing leaders across People,
Operations, Medical, and other functions in a complex, matrixed organization
- Experience integrating culture and team member experience into acquisitions,
reorganizations, technology implementations, or other complex company
transformations preferred
- Exceptional executive communication, facilitation, storytelling, and data-to-insight
skills, with the ability to simplify complex workforce issues for varied audiences
Education / Certifications / Licensing
- Bachelor's degree in People Management, Organizational Development, Industrial?Organizational Psychology, Communications, Business Administration, Healthcare
Administration, or a related field required
- Master's degree in Organizational Development, Industrial-Organizational Psychology,
Business Administration, Healthcare Administration, or a related discipline preferred
- SHRM-SCP, SPHR, or a comparable senior-level People certification preferred
- Certification or demonstrated proficiency in Gallup, or a comparable tool preferred
- Familiarity with People systems, analytics, learning, recognition, and workflow
platforms such as Dayforce, , or comparable systems preferred
- Veterinary or clinical license is not required; familiarity with veterinary healthcare,
clinical teams, or 24/7 care environments is strongly preferred
Job requirements, including essential job responsibilities, key deliverables and outcomes,
and success metrics, are subject to change based on business needs
Compensation:
FLSA Status: Exempt, Salaried
Base Salary: $170,000-180,000
Annual Incentive Plan: 20%
