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Position Summary The Director of Organizational Development leads enterprise-wide strategies that strengthen leadership capability, improve the employee experience, and advance operational performance across Discovery Behavioral Health. Reporting to the Chief People Officer, this leader will elevate frontline clinical and technical training; own the onboarding experience and new hire mentorship program; and turn employee feedback and workforce data into targeted actions that reduce early-tenure and regrettable voluntary turnover. The role also leads the evolution of performance management, leadership development, succession planning, high-potential development, clinical career pathways, and employee listening. Grounded in DBH's belief that what gets measured gets better, the Director will establish clear standards, measurable outcomes, and practical solutions that help employees feel safe, seen, and equipped to deliver personalized, proven, and lasting care. Essential Responsibilities

• Develop, standardize, and continuously improve enterprise training for frontline clinical staff and Behavioral Health Technicians (BHTs), with an emphasis on care quality, de-escalation, safety, and employee confidence.
• Design, administer, and govern a company-wide 90 day onboarding experience that provides new team members with a consistent, high-touch introduction to DBH standards, facility practices, culture, and performance expectations.
• Build and oversee the New Hire Mentorship Program, including mentor selection, training, matching, program standards, and outcome measurement, to accelerate integration and reduce early-tenure attrition.
• Implement and manage automated exit interview and stay interview workflow to capture timely, consistent, and actionable employee feedback.
• Assist with the analysis of turnover, tenure, exit feedback, and related workforce indicators to identify root causes of regrettable voluntary turnover and provide clear recommendations to facility and executive leaders.
• Modernize and lead DBH's enterprise performance management approach, shifting from static annual reviews toward continuous feedback, meaningful goal alignment, accountability, and development.
• Coach and equip leaders to manage people effectively, resolve conflict, conduct difficult performance conversations, deliver useful feedback, and foster psychological safety.
• Design, implement, and evaluate leadership development cohorts, growth programs, succession plans, and high-potential talent pipelines that strengthen leadership bench depth across facility and enterprise roles.
• Establish transparent clinical and operational career pathways and credentialing opportunities that support internal mobility and long-term retention of frontline direct-care staff.
• Lead the enterprise employee listening and retention strategy, including pulse surveys and automated 30-, 60-, and 90-day feedback loops, to assess organ.

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