Director of Talent Acquisition, Multi-Site Senior Living and Home Care

Director of Talent Acquisition, Multi-SiteSenior Living and Home CareLocation: Georgia or North FloridaTravel: Regular travel across the community and branch footprintThis seat owns hiring across a distributed portfolio of communities and branches, and it owns two very different problems at the same time.The first is leadership. Executive Directors, Directors of Nursing, Directors of Clinical Services, sales and marketing directors, branch and agency leadership. These are slow, relationship-driven searches in markets where the qualified operator you want already runs a building for a competitor eleven miles away. Every month one of these seats sits open, census softens, survey exposure grows, and referral relationships that took years to build start drifting.The second is frontline volume. CNAs, caregivers, med techs, LPNs and RNs, dining, housekeeping, and maintenance. This is a funnel problem, not a search problem. It runs on speed, application friction, interview-to-show rates, and whether a candidate can go from applying to working in days rather than weeks.Most organizations staff for one of these and hope the other takes care of itself. This role is built to run both.Team leadership. Lead and develop the recruiting team supporting the portfolio. Set territory coverage, req load, and the standards you hold people to. Hire and performance manage against output, not activity.Leadership hiring. Own the search process for community and branch leadership across the footprint. Build pipeline for these roles before the seat opens, because filling an Executive Director role from a cold start takes months you will not have.Frontline volume. Own the caregiver and clinical hiring engine. Application flow, screening speed, interview show rates, offer-to-start conversion, and the credentialing and onboarding handoff where most of the leakage actually happens.New openings and acquisitions. Staff de novo communities and integrate acquired locations, including retention of the inherited team and rapid backfill of whatever walked out the door at close.Workforce planning. Partner with operations and finance on headcount forecasting tied to census, acuity, and hours per resident day. Bring the labor market reality into the plan before the budget is set rather than after it fails.Systems and data. Own the ATS end to end, including configuration, integrations, and data hygiene. Report time-to-fill, source-of-hire, offer acceptance, and 90-day retention on a cadence leadership actually uses.Hiring manager enablement. Executive Directors and Administrators are your hiring managers, and most of them were promoted for clinical or operational strength rather than hiring skill. Setting the standard for intake, interviewing, and decision speed is part of this job, not adjacent to it.Compliance. Ensure hiring practices meet EEOC and applicable state and local requirements across every state in the footprint, including background screening, licensure verification, and exclusion checks.Vendor strategy. Decide what is built internally, what is outsourced, and to whom. Manage agency, RPO, and job board spend against performance rather than habit.Preferred qualifications7+ years in talent acquisition, with progressive leadership responsibility and results you can speak to in specifics rather than adjectives.3+ years leading recruiters directly. Direct reports, hiring and performance management authority, and accountability for team output. Team lead in title only is not a fit.Multi-site hiring ownership. You have carried hiring across a distributed footprint of locations, not a single site or a single corporate office. You know what it means when one region performs and another does not, and what to do about it.Healthcare or senior living hiring at both levels. Ownership of leadership or clinical leadership hiring and licensed or certified frontline volume. Not one with exposure to the other.Enterprise ATS ownership. Hands-on ownership of a platform such as Workday, UKG, Paycom, or iCIMS, including configuration decisions, reporting, and integration, not requisition approval.Experience in a private equity backed or multi-site operator environment where hiring targets are tied to an operating plan and reported upward.Skilled nursing, assisted living, memory care, home health, or hospice specifically.Southeast market experience, particularly Georgia and Florida labor markets.De novo openings or acquisition integration.Experience building or rebuilding a high volume hiring funnel, including application path, screening automation, and hiring event models.Management of an RPO or agency partner against contracted SLAs.Someone who can sit with a regional operator, tell them the Director of Nursing role will not fill at that rate in that market, bring the data that proves it, present three options, and leave the relationship stronger for having said it.We are not looking for a leader who manages by dashboard. We are looking for one who knows which reqs are stuck this week and why, and who can still hold a twelve month workforce plan in view without losing the thread.$125,000 to $150,000 base, plus a target bonus of 15% to 20% tied to fill rate and 90-day retention.